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    Agile, Management 3.0, Holacracy...what next?

    Tathagat Varma
    Tathagat Varma
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    Pesentation deck is now available at http://www.slideshare.net/Managewell/what-next-31791295

    Modern management methods are still based on the then seminal work by Henri Fayol some 200 years back, followed by Frederick Taylor's work some 100 years back! Sadly, those models were predominantly based on industrial work, and don't really work that well in knowledge industry and today's sociological dynamics at workplace. Classical Agile methods codify several people practices that allow for a self-organizing team to evolve, but doesn't offer a lot of guidance on how to develop and groom leadership for agile organizations beyond a software team. Management 3.0 takes this issue further and develops it into a separate discipline altogether. On similar lines, Holacracy seeks to create social technology for purposeful organizations, though not specially targeting software organizations. So, the issue of leadership still continues to be unresolved and rather left to pave its way on its own. Unfortunately, when we want to achieve true end-to-end agility, it is not enough for software teams to be charging at top speeds but leadership not evenly matched to support them well in their endeavors. We clearly have a problem at hand...

    In this talk, we will study how the role of leadership has evolved and what does it look like for agile organizations at present. Many agile methods take an extreme view that limit leadership to team-level collective ownership of leadership. However, that might not be enough because of various reasons. In any non-trivial organization, whether a software organizations or any modern business employing software for business advantage, the reality is that organization units beyond a plain-vanilla software teams do exist. So, how does one go about grooming their top talent for playing an effective part in this process?

    Finally, we will also try to take a shot at some of evolving paradigms. For example, all these management thoughts are still based on the kind of outdated premise that an organization is based on 'boundaries' of operations. However, already we see that model being broken down, and the future teams look more like boundaryless entities bound with nothing but a unifying purpose that brings a bunch of volunteers together for a period of time. If our success increasing depends on such teams being able to effectively self-manage themselves, what role does leadership have to play in it, and are we getting ready for it? 

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  • Liked Tathagat Varma
    keyboard_arrow_down

    Agile, Management 3.0, Holacracy...what next?

    Tathagat Varma
    Tathagat Varma
    schedule 3 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    Pesentation deck is now available at http://www.slideshare.net/Managewell/what-next-31791295

    Modern management methods are still based on the then seminal work by Henri Fayol some 200 years back, followed by Frederick Taylor's work some 100 years back! Sadly, those models were predominantly based on industrial work, and don't really work that well in knowledge industry and today's sociological dynamics at workplace. Classical Agile methods codify several people practices that allow for a self-organizing team to evolve, but doesn't offer a lot of guidance on how to develop and groom leadership for agile organizations beyond a software team. Management 3.0 takes this issue further and develops it into a separate discipline altogether. On similar lines, Holacracy seeks to create social technology for purposeful organizations, though not specially targeting software organizations. So, the issue of leadership still continues to be unresolved and rather left to pave its way on its own. Unfortunately, when we want to achieve true end-to-end agility, it is not enough for software teams to be charging at top speeds but leadership not evenly matched to support them well in their endeavors. We clearly have a problem at hand...

    In this talk, we will study how the role of leadership has evolved and what does it look like for agile organizations at present. Many agile methods take an extreme view that limit leadership to team-level collective ownership of leadership. However, that might not be enough because of various reasons. In any non-trivial organization, whether a software organizations or any modern business employing software for business advantage, the reality is that organization units beyond a plain-vanilla software teams do exist. So, how does one go about grooming their top talent for playing an effective part in this process?

    Finally, we will also try to take a shot at some of evolving paradigms. For example, all these management thoughts are still based on the kind of outdated premise that an organization is based on 'boundaries' of operations. However, already we see that model being broken down, and the future teams look more like boundaryless entities bound with nothing but a unifying purpose that brings a bunch of volunteers together for a period of time. If our success increasing depends on such teams being able to effectively self-manage themselves, what role does leadership have to play in it, and are we getting ready for it?