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)

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But… things have changed

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Globaliza(on  goes  UP!  

Innova(on  goes  UP!  

Democra(za(on  goes  UP!  

Diversifica(on  goes  UP!  

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Uncertainty  goes  UP!   ?  

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In fact – change has changed

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Machines ≠ adaptable Humans = adaptable

A new management paradigm

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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?  

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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

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flow from left to right 16

controlled by the manager

Authority boards are

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Treat delegation as an investment

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Managem

ent  3

.0  

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

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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.  

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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.  

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

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

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Managem

ent  3

.0  

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An agile development manager:

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

functional teams that self-organize to deliver quality

software”

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IMGD and leadership

Trust  and  structure   Counterdependency  and  Fight  

Work  and  produc(vity  

Dependency  and  Inclusion  

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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  

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Spend more time and effort

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•  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

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”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?

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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