Management 3.0 in 50 minutes

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Excerpts from the Management 3.0 course. See: http://www.management30.com

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Management 3.0 in 50 minutes

  1. www.management30.com version 4
  2. Jurgen Appelo writer, speaker, entrepreneur... www.jurgenappelo.com
  3. Scrum Mike Cohn. Succeeding with Agile: Software Development using Scrum, 2010 3
  4. Lean Startup ideas productdata measure Eric Ries,The Lean Startup: HowToday's Entrepreneurs Use Continuous Innovation…, 2011
  5. DesignThinking Richard Buchanan, “Wicked Problems in Design Thinking” http://www.jstor.org/stable/1511637?origin=JSTOR-pdf viability feasibilitydesirability
  6. Benefits Obtained from Agile http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 6
  7. http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 7
  8. Management is about human beings. Its task is to make people capable of joint performance […]. This is what organization is all about, and it is the reason that management is the critical, determining factor. Management: Revised Edition, 2008 Peter F. Drucker 8
  9. Management is too important to be left to the managers. 9
  10. Management3.0 10
  11. A team is a complex adaptive system (CAS), because it consists of parts (people) that form a system (team), which shows complex behavior while it keeps adapting to a changing environment. 11
  12. Anticipate, adapt, explore Apart from looking forward (proactive), and looking backward (reactive), don’t forget to try things out (safe-to-fail experiments). Evolutionary systems by their nature involve experimentation. Mike Rother, Toyota Kata, 2009 12
  13. http://www.flickr.com/photos/alexsbayley/7232946962/  2011 Alex S. Bayley,CreativeCommons 3.0 Experiment with tools, techniques, and architectures.
  14. Shorten the feedback cycle Systems with slower feedback cycles have higher extinction rates. The only way to win is to learn faster than anyone else. Eric Ries, The Lean Startup, 2011 14
  15. http://www.flickr.com/photos/lxsocon/707845930/  2007 Alexis O’Connor, Creative Commons 3.0 From 4-week sprints to continuous delivery in a few years.
  16. Steal and tweak Successful systems spend most of their time copying and adapting ideas from others. We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones. TheBuildNetwork, “A Smarter Definition of Innovation” http://thebuildnetwork.com/innovation/innovation-by-combination/ 16
  17. Feedback door + happiness index = happiness door.
  18. Management3.0 18
  19. People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. 19
  20. 10 Intrinsic Desires Curiosity The need to think Honor Being loyal to a group Acceptance The need for approval Mastery / Competence The need to feel capable Power The need for influence of will Freedom / Independence / Autonomy Being an individual Relatedness / Social Contact The need for friends Order Or stable environments Goal / Idealism / Purpose The need for purpose Status The need for social standing 20
  21. Put the motivator cards in order, from unimportant1. to important (You may leave out any cards you don2. ’t want to use.) Exercise: Moving Motivators 21
  22. Consider an important change in your work (for example,3. becoming a more Agile organization) Move cards4. up when the change is positive for that motivator; move them down when the change is negative Exercise: Moving Motivators positive change negative change 22
  23. Teams can self-organize, and this requires empowerment, authorization, and trust from management. 24
  24. 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
  25. Self-organization 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. 27
  26. http://www.flickr.com/photos/bertwerk/623288901/  2007 Bert Werk, Creative Commons 3.0
  27. Teams cannot achieve their goals if team members aren’t capable enough, and managers must therefore contribute to the development of competence. 32
  28. Support emerging creativity.  2012 Jurgen Appelo, taken at Cisco SystemsNorway,Oslo
  29. Many teams operate within the context of a complex organization, and thus it is important to consider structures that enhance communication. 35
  30. Informal structures.  2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664
  31. Value units System administrators GUI designers Project Mgt Office Community of Practice Center of Excellence Human Resources ... Delivering value to others
  32. People, teams, and organizations need to improve continuously to defer failure for as long as possible. 38
  33. Track happiness to better understand improvement.  2012 Jurgen Appelo, taken atVI Company, Rotterdam
  34. The Management 3.0 model Six organizational views based on complexity thinking
  35. m30.me/happiness
  36. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
  37. http://creativecommons.org/licenses/by-nd/3.0/ This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl.

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