Introduction to management 3.0

Talk by Smoking Brains about what agile leadership means and some of the basic you need to know as an agile leader.

Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts. About Aldo Rall & Andy Cooper: Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners. Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.

From the AllDayDevOps 2017 live stream https://www.youtube.com/watch?v=XqowSG2Jxqc For effective, modern, cloud-connected software systems we need to organize our teams in certain ways. Taking account of Conway’s Law, we look to match the team structures to the required software architecture, enabling or restricting communication and collaboration for the best outcomes. This talk will cover the basics of organization design, exploring a selection of key team topologies and how and when to use them in order to make the development and operation of your software systems as effective as possible. The talk is based on experience helping companies around the world with the design of their teams. Takeaways: - The implications of Conway’s Law for software teams - Cognitive Load for teams - Effective team topologies - Team evolution

This is Pepper Rutland's presentation on the different styles of leadership, and the strengths and weaknesses of each. For more information, visit Pepper Rutland's blog on the subject: http://pepperrutland.net/how-to-find-your-leadership-style/

Organized, detail-oriented, logical, and systematic. Prefers structure and procedures. Good at analyzing data and solving complex problems. Prefers written over verbal communication. Enjoys developing and following through on long-term plans. Motivators: Stability and security. Consistent and thorough work. Opportunities for precision, accuracy and planning. Opportunities to use logic to solve problems. Stressors: Disorganization and change. Ambiguity and lack of structure. Emotionalism in decision making. Inconsistent or imprecise standards. Pressure to work with people and lead activities. Communication Style: Factual, analytical. Prefers communication to be clear, logical and well

This document summarizes a presentation about stakeholder management. It defines stakeholder management as identifying people impacted by a project, analyzing their expectations, and developing engagement strategies. It discusses both the benefits and challenges of effective versus poor stakeholder management. Examples of challenges include stakeholders withholding information or not providing notifications of changes. The presentation emphasizes that stakeholder management is important and can impact product success or failure in the market. It provides tips for effective stakeholder management, such as mapping stakeholders and setting clear expectations.

PittAgile presentation (September 19, 2018) by Aaron Kopel, Certified Scrum Trainer (CST) from Project Brilliant, LLC entitled Agile Leadership: A Different Mindset.

This document discusses agile leadership and introduces agile principles and scrum methodology. The key points are: 1. Agile focuses on purpose-driven leadership, social business, and delivering value through small, self-organizing teams. 2. Scrum uses sprints, daily stand-ups, product backlogs and retrospectives to frequently deliver working software. Core roles are the product owner, scrum master and development team. 3. Successful agile adoption requires collaborative leadership that empowers teams, provides transparency, and focuses on relationships, communication, and continuous improvement over documentation and plans.

2017年2月23日の東京Management 3.0 Meetup Management 3.0はリーダーシップの達人Jurgen Appeloによって出版された本に基づいたクリエイティブ企業が実績を挙げるための世界80ヶ国で展開している進歩的なアプローチです。Jurgen Appeloはアジャイルで最も影響力のある人です。 Management 3.0ワークショップへの参加を通して、アジャイル組織におけるマネジメントの新たな視点が得られます。

New leadership in the digital age: Chief Digital Officer, Community Managers and Change Agents and Activists. Based on data from recent digital workplace survey by Jane McConnell.

Why stop at your IT department? Or an Agile approach to Change Management Business agility is more than the organization’s IT shop adopting an agile delivery method. Business agility depends on three core capabilities: rapid delivery, strategic sensing, and customer rapport. As such it builds resilience to change as a strategic imperative and eventually it allows businesses to build a strategic advantage in driving change. Investments in “agile” from an IT perspective will not increase business agility. So what does a company need in order to successfully drive change rather than react to it? We’ll talk about how creating a resilient organization starts with rapid delivery and why many major organizations are turning their attention to less costly on-demand releases. We’ll look at how customer rapport is the new driver of operational efficiency, where not building something is invariably cheaper than optimizing the operational cost of building anything at all.

In today's environment, few core competencies are as important as how change is managed. What is your organisation’s level of maturity in change management? In 2004, Prosci first released the Change Management Maturity Model, describing five different levels of organisational change management maturity. That model has been extended to a full-blown Maturity Model Audit that allows you to determine your organisation’s overall maturity and your maturity in five key capability areas: Leadership, Application, Competencies, Standardization and Socialization. This webinar introduces the framework and tool to evaluate where you are today and how to advance the capability in your organisation.

This document summarizes a presentation on improving employee happiness and productivity using Management 3.0 principles. It introduces Management 3.0 and outlines the 12 steps to happiness backed by science, including thanking others, helping others, eating well, exercising, resting, experiencing new things, hiking, meditating, socializing, aiming for goals, smiling, and giving gifts. Examples are given of how companies have implemented these steps, such as having a kudo wall, competence matrix, fitness hours, celebration grids, and work expos. Recommended reading materials on motivation are also listed. The document concludes with contact details for the presenters and information on Management 3.0.

The document discusses the evolution of organizational structures away from traditional hierarchies towards more agile, self-organizing models like Agile, Management 3.0, Holacracy and #NoManager approaches. It provides background on why hierarchies were established and critiques their limitations in today's environment. Emerging frameworks aim to empower teams, develop competence, and structure organizations for innovation through practices like distributed leadership, cross-functional career paths, and network-based relationships over rigid hierarchies.

Many people don't like their jobs, and many organizations fail to survive in changing environments. Here's a story of what happened before, and what should (or could) happen now, to try and make things better.

This document discusses the benefits of leadership in the workplace. It was presented at a leadership seminar for an electrical engineering student organization. While leadership can provide advantages, it does not only have benefits. Leadership must be a daily habit and attitude. The document lists some crucial leadership qualities like vision, empathy, inspiration, managing change, and communication. It also discusses developing leadership skills over the course of a polytechnic student's studies, with courses focused on self-understanding, relationships, and management. The document ends with a question and answer section.

What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work? My presentation from Agile Finland's Modern Agile Breakfast.

The document discusses change management and Solleva Group's approach. It provides an overview of Solleva Group's services, which include managing complex business transitions. Their approach uses both science and art - the science provides structure, while the art provides adaptability to deal with human factors. Their Architecture of Change framework integrates change management into projects using both technical and adaptive capabilities.

This was the case study and presentation for the HRBP CIPD conference on the 27th March. This includes the case study of Beyond and our use of AgileHR and agile methodologies, along with the approach taken toward organisational design and development

The document discusses strategies for successful implementation of organizational strategy and business development plans. It outlines three essential elements for strategy realization: 1) motivational leadership, 2) translating strategy into action through a staged process, and 3) performance management. It also discusses threats in mature and declining markets, such as the need to maintain competitive advantage, market share, and amplify volume growth through innovative marketing strategies.

Lack of Executive buy-in is known to be one the leading causes of failed Agile transformations! But what about another level of management buy-in that can either make or break your agile transformation efforts… Middle management! Based on my experience in large corporate organisations undergoing an agile transformation, I have encountered massive support and buy-in from senior leadership and executives. Yet, still some of these transformations have failed to see the significant improvement in results that there were expecting. Middle management are often overlooked in Agile transformation initiatives, yet they are the people most effected by the change… and therefore the most likely to resist.

The document summarizes a presentation given by Wayne Brockbank on the HR Competency Study conducted by Dave Ulrich and Wayne Brockbank at the University of Michigan Business School since 1988. The study identifies major competencies needed for HR professionals and tracks trends in the field. It is sponsored by the Ross School of Business and The RBL Group. The presentation outlines six competencies for HR professionals that were redefined in 2012: strategic positioner, capability builder, HR innovator and integrator, change champion, technology proponent, and credible activist. It provides details on each competency and data on their impact on perceptions of HR effectiveness and business success.

The document provides information on building organization development (OD) capabilities. It discusses the roles of OD professionals, which include being a trusted advisor, change facilitator, communication promoter, and business partner. Building OD capabilities requires identifying requirements, designing interventions to drive culture and performance, and providing leadership on change management. It also discusses tools that OD professionals use, such as action research, communication tools, and analyzing an organization's current and future states. The document emphasizes that extensive practice is needed to build OD skills and capabilities.

This document discusses factors for success and failure in organizational design. For success, it emphasizes having a clear performance focus tied to business results, a winning strategy that plays to strengths, a compelling need for change, specific change criteria, distinguishing between decision-driven and behavior-dependent change, appropriate structure and systems, skills and resources, engaged groups, integrated initiatives, and leaders willing to change. For failure, it cites poor planning, inadequate leadership support, lack of resources, prioritizing systems over people, and inadequate change leadership skills.

1. The document discusses common problems faced by lean managers, including lack of engagement from top leadership, difficulty sustaining process focus, and lack of systems for developing internal talent. 2. It recommends re-examining the values and goals behind lean initiatives to focus more on cultural changes, emphasizing engaging top leadership by assessing management systems rather than technical tools, and sustaining initiatives through developing proud workforces. 3. Engaging top leaders can be achieved through structured "executive gemba walks" focused on diagnostic questions about lean management standards to give leaders specific tasks and make the walks personally meaningful.

Major organizations are increasingly adopting agile methodologies across entire segments and at large scales. While agile teams are effective for small, collocated groups, scaling agile presents new challenges like large, distributed teams that are difficult to coordinate. Successful large-scale agile implementation requires understanding these scaling issues and adapting agile strategies, practices and leadership approaches to diverse situations. Leaders must lead agile teams in an agile way by removing constraints and prioritizing client outcomes, while gradually expanding agile adoption based on evaluating costs and benefits.

The document discusses the Deming Cycle, also known as the PDSA (Plan-Do-Study-Act) cycle, which is a four stage model for continuous improvement. It involves planning a change, implementing it, observing the results, and acting on what is learned. The stages are outlined in detail. Strategic thinking is then defined as focusing on unique opportunities to create value through creative dialogue. Key competencies of strategic thinking are discussed, along with the characteristics of effective strategies. Finally, strategic analysis is defined as the process of conducting research to formulate strategy, using various analytical methods.

This document discusses challenges with agile transformation and provides advice. It outlines four common issues that make transformation difficult: not understanding the problem being solved; applying one-size-fits-all solutions without understanding organizational context; underestimating the challenge of changing culture and mindsets; and expecting a clear end point to transformation. The document advises focusing on outcomes over outputs, using agile principles to guide the transformation, and continually adapting as contexts change. The overarching goal of reaching agility is to create an environment where teams can joyfully deliver customer value.

1. Change management is crucial to the success of any CRM project as it focuses on addressing the behaviors, attitudes, and culture within an organization. 2. An effective change management plan involves formalizing the process, defining the program, establishing management structure, communicating to stakeholders, and involving people to create champions of change. 3. Key components of change management include understanding the business, people, process, and technology dimensions of change and having a plan to address each area.

The document discusses the roles of project management and change management in organizational transformation. It states that transformation programs often fail due to an imbalance between managing change (attitudes and behaviors) and project management (tasks and activities). Both change management and project management are needed to guide the transition from the current to the future state, implement new processes, and ensure benefits realization. Key factors for successful transformation include strong sponsorship, effective planning, communication, stakeholder engagement, and monitoring of risks, resources and benefits.

Organizational culture can be defined as shared values and beliefs that guide employee behavior. Cultures that foster innovation through enabling policies and values have competitive advantages. Internal integration, where employees work together and develop a shared identity, allows organizations to progress towards innovation. When measuring results, financial incentives do not always increase innovation. Subcultures may contradict the larger culture but can spark needed changes through new approaches. Technology choices are strategic and affect long term performance. Organizations that learn new technologies and keep staff updated tend to be more efficient and productive.

As the name suggests, Agile HR is the application of “agility” to the function of Human Resource Management

Organizations are looking to Microsoft 365 to transform and optimize how they work. When organizations are only reactive with governance and adoption efforts, they will continue to fall behind and spend all their time firefighting, supporting, and struggling to manage and get the most out of their Microsoft 365 investments. Proactive governance leads to greater stability, better resiliency, and much greater effectiveness. When paired with proactive adoption, you achieve far more with less. So why don’t organizations all embrace proactive governance and adoption? Why aren’t all organizations proactively tackling Microsoft Teams lifecycle management or how to best drive more significant teams' usage before and after meetings? Because it can be a daunting challenge, especially without help or a proven path forward. Join Richard Harbridge, a Microsoft MVP and internationally recognized expert on Microsoft 365 and the Digital Workplace, as he shares the best ways to accelerate and shift Microsoft 365 governance from being reactive to being proactive. We will explore how proactive adoption aligns and compliments this proven approach and how it and the effectiveness driven by good governance help organizations maximize the value of their digital workplace and Microsoft 365 investments.