From Scrum To Agile Management

From Scrum to Agile Management

PO Camp Switzerland, Sursee 11th June, 2015

Fredi Schmidli

•  Economist and BA •  Management Teams in various funcFons and countries •  Entrepreneur •  Business Angel and Boardmember: www.startangels.ch •  Partner at pragmaFc soluFons

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Goal Ag

ile M

gt

More Business Value in shorter 0me

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NOT Welfare oasis, Socialism or Manager bashing

Disclaimer: ...

What is the core of Agility?

Team

Cross-‐funcFonal, selforganised,

empowered Team Value-‐driven

IteraFve Process with Product increment Feedback

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What are Managers doing?

11.06.2015 fredi@pragmaFc-‐soluFons.ch 6 Managem

ent 3

.0

They are defining Playingfield

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Vision, Strategy & higher ranking Goals

Team

Idea of man, Business Model & Management

Model

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Most important InnovaFon of 20 Cent.? is Management!

h]p://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 11.06.2015 fredi@pragmaFc-‐soluFons.ch 10

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.

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Command & Control Mgt. Model

fredi@pragmaFc-‐soluFons.ch

Times have changed, but ...


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

Gary Hamel h]p://www.managementexchange.com/video/gary-‐hamel-‐reinvenFng-‐technology-‐human-‐accomplishment#sthash.XRcWnxD9.dpuf


... drasFc Side Effects •  UncooperaFve behaviour and short-‐term acFon, due to ... ?

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

•  DemoFvated 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 UncertainFes are increasing ?

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Prerequisite 2

Put People in the Centre


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

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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 gemng round rules.

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

People will direct themselves towards a target that they accept.

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

Crea0vity and ingenuity are widely distributed and grossly underused.

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

Direc0on

Responsibility

Mo0va0on

Crea0vity

AEtude

This only works, if Employees are well & fairly paid

h]p://www.youtube.com/watch?v=uwA97yWz9Uc


From Command & Control-

to

„Agile Management Model“


h]p://pixabay.com/en/family-‐symbols-‐symbol-‐dad-‐mom-‐83673/

Agile Management „Family“


Design-‐Principles

Command & Control Management

11.06.2015 fredi@pragmaFc-‐soluFons.ch 25 Quelle: The Leader’s Dilemma, Jeremy Hope et al.

Agile Management, AdapFve 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 regulaFons

Govern through shared values and sound judgement;


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

Zappos: To provide the best customer service possible.


3. Transparency


don't restrict and control it

Make informaFon 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 publicaFon on the

intranet. •  94% of parFcipants agreed with level of transparency •  Travel expenses decreased substanFally


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

4. OrganisaFon


Not centralised funcFons.

Organize around a seamless network of accountable teams;


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5. Trust


don't micro-‐manage them.

Trust teams to regulate their performance;


develop trust Management 3.0 Training Material, Jurgen Appelo

DelegaFon Board


6. Accountability


not on hierarchical relaFonships.

Base accountability on holisFc criteria and peer reviews;


What is the core of Agility?

Team

Cross-‐funcFonal, selforganised,

empowered Team Value-‐driven

IteraFve Process with Product increment Feedback

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7. Goals


don't turn goals into fixed contracts.

Encourage teams to set ambiFous goals;


Benchmarking


8. Rewards


not on fixed targets for individuals.

Base team rewards on relaFve performance;


Results should not be pushed with financial rewards

But… small rewards for behavior can be OK

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12. Controls


not budget variances..

Base controls on fast, frequent feedback;


Example: Client SaFsfacFon


h]p://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 compeFFve advantage, which is difficult to copy

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


From Scrum To Agile Management

Business

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