big bank - agile management - "agilt ledarskap"

Att leda i en Agil organisation - Leadership in an agile organization

Johan Nyberg, Knowit Management

Management as we know it until now was

invented 1890-1915

Let’s get back in time

Meet: the INVENTORS of Scientific Management

Frederick Winslow Taylor (1856 – 1915)

Henry Laurence Gantt (1861 - 1919)

5

But… things have changed

7

Globaliza(on  goes  UP!  

Innova(on  goes  UP!  

Democra(za(on  goes  UP!  

Diversifica(on  goes  UP!  

8

Uncertainty  goes  UP!   ?  

?  

?  ?  

?  ?  

?   ?  

?  

?  

?  

?  

?  

?  

?  ?  

?  

?  ?  ?  ?  

?   ?  

?  ?  

In fact – change has changed

10

Machines ≠ adaptable Humans = adaptable

A new management paradigm

11

12

Self-organization the process where some form of global order or coordination arises out of the local interactions between the components of a system

Requires Empowerment

How  to  delegate  to  a  self-­‐organizing  team?  

13

Key Decision Areas Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997

Delegation is based on Trust.

But neither trust nor

delegation is yes or no. It’s a scale…

1.  Tell:  make  decision  as  the  manager  

2.  Sell:  convince  people  about  decision  

3.  Consult:  get  input  from  team  before  decision  

4.  Agree:  make  decision  together  with  team  

5.  Advise:  influence  decision  made  by  the  team  

6.  Inquire:  ask  feedback  after  decision  by  team  

7.  Delegate:  no  influence,  let  team  work  it  out  

The Seven Levels of Authority

15

flow from left to right 16

controlled by the manager

Authority boards are

17

Treat delegation as an investment

18

Managem

ent  3

.0  

19

Teams  can  self-­‐organize,  and  this  requires  empowerment,  authoriza(on,  and  trust  from  management.  

20

People  are  the  most  important  parts  of  an  organiza(on  and  managers  must  do  all  they  can  to  keep  people  ac(ve,  crea(ve,  and  mo(vated.  

21

Self-­‐organiza(on  can  lead  to  anything,  and  it’s  therefore  necessary  to  protect  people  and  shared  resources…  

…and  to  give  people  a  clear  purpose  and  defined  goals.   22

Teams  cannot  achieve  their  goals  if  team  members  aren’t  capable  enough,  and  managers  must  therefore  contribute  to  the  development  of  competence.  

23

Many  teams  operate  within  the  context  of  a  complex  organiza(on,  and  thus  it  is  important  to  consider  structures  that  enhance  communica(on.  

24

People,  teams,  and  organiza(ons  need  to  improve  con(nuously  to  defer  failure  for  as  long  as  possible.  

25

Managem

ent  3

.0  

26

An agile development manager:

”My purpose is to create and maintain high performing, cross

functional teams that self-organize to deliver quality

software”

28

IMGD and leadership

Trust  and  structure   Counterdependency  and  Fight  

Work  and  produc(vity  

Dependency  and  Inclusion  

1

2 3

4

Direc(ng.  Give  the  basic  structures  

Coaching:  Develop  rela(onships    and  competencies..  

Suppor(ve:  Direct  the  energy  on  purpose  and  

goals  

Delega(on:  Drive  by  vision  

Time Management of an Agile Manager

Less  %me  on:   Instead:  

giving  direc(ves     give  purpose  and  goals  

resource  management   team  management  

repor(ng     be  transparent,  visualize  

task  delega(on     delegate  areas  

29

Spend more time and effort

30

•  With employees •  Ensuring that the customer view is understood •  Communicating/creating an understanding of

visions and goals (aligning) •  Continuous improvements (retrospectives etc) •  Together with other managers and employees

developing/enhancing way of working

31

”implementing agile gave improved ability to manage changing priorities”

90% ”agile improved our project visibility” 84%

But…

But how do I become an agile manager?

32

In scientific management, the mangers role was to manage the

machine to optimized productivity in a known context.

The agile manager optimizes the adaptivity to make sure that the

right things are done, in a changing environment.

johan.nyberg@knowit.se @johannyberg2004 www.knowit.com

Johan Nyberg