3 necessary management mindshifts in a fast-changing world

3 necessary management mindshifts in a fast-changing world

Changing an organization (irrespective whether big or small) into being Agile and Anti-fragile in a world changing at an exponential pace requires such a radical paradigm shift that no successful transformation can happen without a top-down approach, in terms of Company values, Management culture, Vision and Business goals. Nevertheless it is far too easy and far too common to fall into temptation that becoming an Agile organization means making a bunch of development teams work with Scrumand that managers, well, they are clever enough that can handle themselves. But, given the importance of the top-down part in the enterprise change, the very first step is actually starting from managers, for them to understand the why, be able to share and communicate the Vision, embrace the Agile values and be ready to support people with a new leadership style. Based on the empirical evidence I collected both in the organizations I coached and in others I observed, below are the three top management mindshifts needed to create the right conditions for people and teams in the trenches to succeed and get astonishing results. I will also offer some hands-on suggestions to change agents and coaches about how to trigger the different mindshifts. 1. FROM Excluding themselves from the change TO Taking onwership of the change Many managers (especially senior managers) think that Agile and Scrum is just for development.They seems not to understand all implications, especially what for instance Scrum really means for them. They often think that transitioning to Agile is just the umpteenth process improvement program, which can be delegated to process people: they have just to allocate...
Why you should teach Scrum to your boss and how

Why you should teach Scrum to your boss and how

One of the biggest challenges when introducing Scrum is not really related to Scrum as such, but more to the consequences that Scrum creates in the organization by exposing the real problems. For instance senior people (managers or senior technical experts), afraid of losing their position, might get alarmed by the serious challenge to their status and do their best to slow down the change. If you want to have any probability of success with Scrum, you’d better do something to address the natural resistance of middle management to move away from a command and control leadership style. Start with your boss. In two of his inspiring articles, Steve Denning, author of the best-selling book The Leader’s Guide to Radical Management – Re-inventing the Workplace for the 21st Century, says that Agile is The Best-Kept Management Secret on the Planet and that Scrum is a Major Management Discovery. Bingo! If you want your boss to support your company’s Agile transformation and introduction of Scrum, you just have to teach her… Agile and Scrum. How can you do that? 1. Training and self-education Dedicate a consistent amount of time in education, in individual coaching as well as in team coaching with the Leadership team. 2. Gemba Respect is one of five Scrum core values: it means putting people into the conditions to do a great job and trust they will do their best to accomplish their goal. It’s about staying close to the teams, where “real” things happen and you can identify ways to improve the system. Gemba is the Japanese word which means “the real place”. So if you want to help your boss to learn Scrum, encourage her to walk...