Discussing leadership in an agile organization at a big bank. In the presentation you find my take on the history of management as of today, and what is required from management to make self-organization happen. A management framework - Management 3.0 (thank you for the slides Jurgen Appelo!) is presented together with a real life agile managers ideas.

1. Att leda i en Agil organisation
- Leadership in an agile organization
Johan Nyberg, Knowit Management

2. Managementas we know it until now was
invented
1890-1915

3. Let’s get back in time
Meet: the
INVENTORS of
Scientific
Management

4. Frederick Winslow Taylor
(1856 – 1915)
Henry Laurence Gantt
(1861 - 1919)

5. 5

6. But… things have
changed

7. 7
Globaliza(on
goes
UP!
Innova(on
goes
UP!
Democra(za(on
goes
UP!
Diversifica(on
goes
UP!

8. 8
Uncertainty
goes
UP!
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?
?

9. In fact – change has
changed

10. 10
Machines ≠ adaptable
Humans = adaptable

11. A new management paradigm
11

12. 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

13. How
to
delegate
to
a
self-­‐organizing
team?
13
Key Decision Areas
Reinertsen, Donald. Managing the Design Factory. New York: Free Press, 1997

14. Delegation is based on
Trust.
But neither trust nor
delegation is yes or no.
It’s a scale…

15. 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

16. flow from left to right 16

17. controlled by the
manager
Authority boards are
17

18. Treat delegation as
an
investment
18

19. Management
3.0
19

20. Teams
can
self-­‐organize,
and
this
requires
empowerment,
authoriza(on,
and
trust
from
management.
20

21. 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

22. 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

23. Teams
cannot
achieve
their
goals
if
team
members
aren’t
capable
enough,
and
managers
must
therefore
contribute
to
the
development
of
competence.
23

24. Many
teams
operate
within
the
context
of
a
complex
organiza(on,
and
thus
it
is
important
to
consider
structures
that
enhance
communica(on.
24

25. People,
teams,
and
organiza(ons
need
to
improve
con(nuously
to
defer
failure
for
as
long
as
possible.
25

26. Management
3.0
26

27. An agile development manager:
”My purpose is to create and
maintain high performing, cross
functional teams that self-
organize to deliver quality
software”

28. 28
IMGD and leadership
Trust
and
structure
Counterdependency
and
Fight
Work
and
produc(vity
Dependency
and
Inclusion
1
23
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

29. 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

30. 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. 31
”implementing agile gave
improved ability to manage
changing priorities”
90%
”agile improved our project
visibility”84%
But…

32. But how do I become an agile manager?
32

33. 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.

34. johan.nyberg@knowit.se
@johannyberg2004
www.knowit.com
Johan Nyberg