From Scrum to Agile Management

From Scrum to Agile Management

Regional Scrum Gathering Rio de Janeiro 5 September, 2014

Fredi Schmidli

05.09.2014 fredi@pragmaCc-‐soluCons.ch 3

•  Business Angel and Board member: www.startangels.ch

•  Entrepreneur

•  Community Builder: meetup.com/Lean-‐startup-‐Zurich/

-‐ Agile Breakfasts

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Your Payback ExpectaCons?

Agile M

gt


Why Agile

05.09.2014 fredi@pragmaCc-‐soluCons.ch 6 ?

Goal Ag

ile M

gt

More Business Value in shorter 0me


NOT Welfare oasis, Socialism or Manager bashing

Disclaimer: ...

What is the core of Agility?

Team

Cross-‐funcConal, selforganised,

empowered Team Value-‐driven

IteraCve Process with Product increment Feedback

9/17/14 05.09.2014 fredi@pragmaCc-‐soluCons.ch 8

What are Managers doing?

05.09.2014 fredi@pragmaCc-‐soluCons.ch 9 Managem

ent 3

.0

They are defining Playingfield

fredi@pragmaCc-‐soluCons.ch 10

Vision, Strategy & higher ranking Goals

Team

Idea of man, Business Model & Management

Model

9/17/14 05.09.2014

Most important InnovaCon of 20 Cent.? is Management!

hPp://lugenfamilyoffice.com/what-‐if-‐we-‐knew-‐the-‐difference-‐between-‐leadership-‐and-‐management/


Poorly educated & „undisciplined“

From farmers ...


Ford assembly line, 1913

... to Industry Workers

disciplined & trained 05.09.2014 fredi@pragmaCc-‐soluCons.ch 13

Frederik Winslow Taylor, 1856 – 1915 1st Management Consultant

The Managers split the Work in single Steps and ...

... optimise every step.

The Manager is thinking, the workers are executing ...

... thereby closely checked ...

... and paid for their performance.

05.09.2014 14

Command & Control Mgt. Model

fredi@pragmaCc-‐soluCons.ch

Times have changed, but ...


... Management Model stays, and ... „The way we manage hardly changed since 1920: It‘s sCll Command and Control“

Gary Hamel hPp://www.managementexchange.com/video/gary-‐hamel-‐reinvenCng-‐technology-‐human-‐accomplishment#sthash.XRcWnxD9.dpuf


... drasCc Side Effects •  UncooperaCve behaviour and short-‐term acCon, due to ... ?

•  Department-‐Kingdoms, due to ... ? •  Too many emails/meeCngs ... ? •  No change of ardude in spite of ...

•  DemoCvated employees as a consequence of all this.


It‘s time to change this Management Model!


Prerequisite 1

Accept Waiting Line Theory, Complexity & Uncertainty



Forecasts are failing and UncertainCes are increasing ?

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21

Prerequisite 2

Put People in the Centre


Self-‐organise, cross-‐funcConal and empowered Teams can best cope with

Complexity and Uncertainty 05.09.2014 fredi@pragmaCc-‐soluCons.ch 23

Based on Douglas McGregors „ The Human Side of Enterprise“, 1960

What is your Concept of the Human being?


People dislike work, find it boring and will avoid if they can.

People must be forced or bribed to make the right effort.

People would be rather directed than accept responsibility, which they avoid.

People are mo0vated mainly by money and fear about their job security.

Most people have li<le crea0vity – except when it comes to gerng round rules.

People need to work and want to take interest in it. Under right condiCons, they can enjoy it.

People will direct themselves towards a target that they accept.

People will seek and accept responsibility, under the right condiCons.

Crea0vity and ingenuity are widely distributed and grossly underused.

Under the right condi0ons, people are mo0-‐vated by the desire to realize their own potenCal.

Direc0on

Responsibility

Mo0va0on

Crea0vity

AEtude

This only works, if Employees are well & fairly paid

hPp://www.youtube.com/watch?v=uwA97yWz9Uc


From Command & Control-

to

„Agile Management Model“


hPp://pixabay.com/en/family-‐symbols-‐symbol-‐dad-‐mom-‐83673/

Agile Management „Family“


Design-‐Principles

Command & Control Management

05.09.2014 fredi@pragmaCc-‐soluCons.ch 28 Quelle: The Leader’s Dilemma, Jeremy Hope et al.

Agile Management, AdapCve Management or Management 3.0 Model

1. Purpose


not a central plan.

Bind people to a common cause;

Quelle: The Leader’s Dilemma, Jeremy Hope et al.

Organize the world’s information and make it universally accessible and useful.

Build in Purpose ...


2. Governance


not detailed rules and regulaCons

Govern through shared values and sound judgement;


Values: hPp://labyrinthgal.blogspot.ch/2010/06/delivering-‐happiness-‐book-‐report.html Movement: hPp://www.deliveringhappiness.com

Zappos: To provide the best customer service possible.


3. Transparency


don't restrict and control it

Make informaCon open and transparent;


Travel Expenses at Roche •  „I am responsible for € 60m, but need approval to buy a tea“ •  No pre-‐approval of travel expenses, but publicaCon on the

intranet. •  94% of parCcipants agreed with level of transparency •  Travel expenses decreased substanCally


Quelle: The Leader’s Dilemma, Jeremy Hope et al., S. 96

4. OrganisaCon


Not centralised funcCons.

Organize around a seamless network of accountable teams;


hPp://www.betacodex.org/node/1354 05.09.2014 fredi@pragmaCc-‐soluCons.ch 36

5. Trust


don't micro-‐manage them.

Trust teams to regulate their performance;


develop trust Management 3.0 Training Material, Jurgen Appelo

DelegaCon Board


6. Accountability


not on hierarchical relaConships.

Base accountability on holisCc criteria and peer reviews;


What is the core of Agility?

Team

Cross-‐funcConal, selforganised,

empowered Team Value-‐driven

IteraCve Process with Product increment Feedback

9/17/14 05.09.2014 fredi@pragmaCc-‐soluCons.ch 40

7. Goals


don't turn goals into fixed contracts.

Encourage teams to set ambiCous goals;


Benchmarking


8. Rewards


not on fixed targets for individuals.

Base team rewards on relaCve performance;


Results should not be pushed with financial rewards

But… small rewards for behavior can be OK

44 05.09.2014 fredi@pragmaCc-‐soluCons.ch

12. Controls


not budget variances..

Base controls on fast, frequent feedback;


Example: Client SaCsfacCon


hPp://www.swissitbridge.ch/erfolge/kundenzufriedenheit/?lang=en

Team objectives and rewards

flat network of human relationships

Creates long-term value

gives Purpose

Self-organising and -adapting

Positive conception of the human being

Agile Management Model


Conclusions •  Change requires replacement of C&C Mgt. Model •  With purpose we go the extra mile •  Agile Management is a compeCCve advantage, which is difficult to copy

•  DelegaCon Board: Delegate without loosing control •  Success of Handelsbanken, Whole Foods, salesforce and many more speak for themselves.


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