This document discusses managing organizations in the networked society. It advocates for a complete paradigm shift from managing people reactively to managing the system in a transformational way through leading fast experimentation and learning. Concrete practices discussed include giving teams autonomy through alignment on direction, team hiring, and a 10% rule to encourage experimental doodling. Mental models like the Agile Amplifier board and communities of practice are recommended to build a learning lifestyle and culture of performance, trust and innovation.

1. MANAGING IN THE
CENTURY OF
NETWORKED
SOCIETY
Giuseppe De Simone
Agile Greece Summit 2016

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The world is
changing
How can we believe that
the way we managed in the
past is still effective?
How can we create an
environment where people
are motivated to give their
gifts and sweat at work?

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Let’s rewind

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2010

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The bottleneck is always at the top of the bottle
- Peter Drucker -

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Systems Thinking
Lean Thinking
Social Sciences
Complexity Theory
Cognitive Science

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Lean SW development
principles
Eliminate waste Build quality in Create knowledge
Defer commitment Deliver as fast as possible Respect people
Optimize the whole

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The Cynefin Framework

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Inspiring readings

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A complete paradigm shift
From:
› Managing people
› Reactive
management
› Management as
engineering
› Change
management as a
side track activity
Managing in the Networked Society
To:
› Managing the system
› Transformational
management
› Management as social
activity
› Leading change as fast
experimentation and
learning

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Concrete practices

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Autonomy
10% rule
“Encourage experimental doodling…
If you put fences around people, you get sheep.
Give people the room they need”
William McKnight, 3M CEO

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Autonomy
Self-Organization

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Autonomy
Team Hiring

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Intent / Direction / Wanted Position
What & Why
Actions
HowAutonomy
Alignment
THE MORE ALIGNMENT YOU HAVE AROUND DIRECTION,
THE MORE AUTONOMY YOU CAN BUILD AROUND ACTIONS.
Thoughtful, purposive
action in the right
direction to reach the
desired results
Performance management
Team Goals

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Mental Models
Agile Amplifier

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Agile amplifier board

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Learning lifestyle Coaching Leading change
Build a Winning Culture of
Performance, Trust, Innovation
Areas of Expertise To Excel In
leadership Expectations
Lean-Agile
Mastery
Modern Software
Development, Sales,
and Services
Systems
Thinking
Have a positive “can do” attitude.

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Mental Models
Agile Amplifier

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Learning/
Personal Mastery
learning by Anne Davis 773/ CC BY 2.0

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Open Scrum
Master Gathering

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Communities of Practice

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Internal Coaches

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36. E3  Enabling, Empowering
and Emotional
Embracing Wholeness

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Giuseppe De Simone
giuseppe.desimone@ericsson.com
@giusdesimone
http://it.linkedin.com/in/giuseppedesimone
http://www.slideshare.net/giusdesimone
http://evolutionaryagility.blogspot.com
Contacts