Inspire Management! From Status Quo to Awesome

One of the most rewarding change opportunities for organization to create awesome workplaces exists by being innovative at the management level. Forget step-by-step explanations of management practices (you can’t copy culture!); the key to address the management level - i.e. to foster innovations at this level - is by inspirations. In order to get an awesome workplace, you have to see awesome workplaces. There are plenty of ways to inspire people, but this opportunity is often wasted during the introduction of Scrum and Kanban methods, or never reflected upon afterwards.

In this session, I will show you several aspects of awesome workplaces. A constantly growing container for inspiring management are the Agile Management Innovations (AMI). AMIs are practices for management which lead to democracy, fairness, decentralisation, dialogue, and lot of other positive effects. These effects lead to awesome workplaces, where people are truly motivated. The idea behind inspiration is to foster creativity and innovation through a changed environment. Management practices can't be just applied; 50% of management practices depend upon the organisation's culture. That's why we call them AMInnovations.

If you experiment with AMIs, you'll get from status quo to awesome (that is of course only when you're status quo is not already awesomeness).

I’ll introduce the concept of AMI as well as plenty of real world examples. The goal is to inspire you twofold: I will inspire you in this session to experiment with AMIs, and AMIs will inspire the people within your organisation to achieve a better workplace.

 
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Outline/structure of the Session

This is the structure of the talk. Each point roughly consumes equal time:

  • Agile IT, a foreign substance in an organisation

  • Resistance to change because of “the reason”

  • Inspiration through aha effects and eureka moments

  • Agile Management Innovations (AMIs) as a source for inspiration for management

  • Concrete examples of AMIs in 3 companies

  • You can’t copy culture!

  • Management Experiments

I will allow questions during the talk, and I have a small exercise as well as a video prepared.

Learning Outcome

What will participants get out of this session?

A solid understanding about…

  • …what does an awesome workplace look like (Inspiration!),

  • …what are AMIs, and

  • …how should I work with AMIs.

Target Audience

Target audience is leaders, (line) managers, executives, and HR - and everyone who wants to see them inspired (aka everyone in an organisation!). The audience should at least be a little experienced in Agile (e.g. Scrum, Kanban).

schedule Submitted 4 years ago

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comment Comment on this Proposal
  • Jerry Rajamoney
    By Jerry Rajamoney  ~  4 years ago
    reply Reply

    Hi Bernd,

    Interesteing topic. This topic is new to me. So I took time to go through your slide to understand. Based on that I have the following query. In the process section above you have mentioned "Concrete examples of AMIs in 3 companies". Also I found in your slides about "Semco" & "Atlassian". Are these are the examples you are going to talk about? Or do you have any other organizations to talk about?

    I would love to hear some practical examples where you have implemented "AMI" than those above mentioned organization. Could you kindly clarify

    Thanks,

    Jerry

    • Bernd Schiffer
      By Bernd Schiffer  ~  4 years ago
      reply Reply

      Thanks, Jerry, to take the time to go through this proposal.

      Yes, Semco, Atlassian, and Valve are the examples I want to present during the session. Since I have worked with all of the AMIs so far (I couldn't recommend them without having hands-on experience), there will be much more examples, tipps, and tricks during the session when it comes to more details about the AMIs, e.g. in the section "Management Experiments" I'll explain how, in general, organisation should approach AMIs.

      Hope that clarifies things for you?

  • Prasad
    By Prasad  ~  4 years ago
    reply Reply

    May be form my side

     

  • Ted Tencza
    By Ted Tencza  ~  4 years ago
    reply Reply

    HI Bernd,

         This looks really interesting.  I am curious of you could give a little more detail about the target audience and intended learning.  From the description, it looks like it is geared towards upper level management, and how they can change.  The target auidence is "everyone" and I wonder what an individual contributor would get out of this talk.  Or is it really geared towards those in management roles?

          I am also intrigued by your assertion that you "cannot copy culture" - I wonder if you are also asserting that you cannot change culture by studying what others do and adopting some of their practices. 

         You have given talks at numerous conferences, do you have videos online of your talks?  When you talk about the ratings of your previous talks, can you please note which end of the scale is best, which is worst.  When I see a rating of 1.8 on a 1 to 5 scale, I assume that it is very poor, but given you are putting in your proposal, I guess 1 is best and 5 is worst?

    Thanks,
    Ted

    • Bernd Schiffer
      By Bernd Schiffer  ~  4 years ago
      reply Reply

      HI Ted.

       

      Thanks for your comment. Here are my answers to your questions:

      You wrote: "I am curious of you could give a little more detail about the target audience and intended learning.  From the description, it looks like it is geared towards upper level management, and how they can change.  The target auidence is "everyone" and I wonder what an individual contributor would get out of this talk.  Or is it really geared towards those in management roles?"

      There are a couple of aspects here:

      • I don't believe in neither top down nor bottom up change. I think everyone involved in a change must be driving this change. Therefore I stated the target audience as "everyone who wants to see them [managers] inspired (aka everyone in an organisation!)", because everyone in an organisation is affected by changes in management.
      • I've seen inspired managers getting a lot of value in form of inspiration out of this talk, and I've seen inspired workers as well. The latter are so inspired, that they want to talk with management about what inspired them.
      • Last but not least, AMIs are different from a lot of current management activities, e.g., peer group feedback. Typical management activities, done by managers, are done by workers (here: giving feedback to workers). AMIs decentralise management, and that means - again - that everyone is involved in management activities.

      You wrote: "I am also intrigued by your assertion that you "cannot copy culture" - I wonder if you are also asserting that you cannot change culture by studying what others do and adopting some of their practices."

      In my experience, when it comes to practicing new management activities, 50% depends on the culture of the organisation you want to practice them in. If you want to be like [company x] and have their culture, you can't just copy their activities and be done with it. Instead, you have to innovate your own activities, with their activities as an inspiration. That's why I'm talking about inspiration, not about practices, and that's why AMIs are called management innovations, not management practices.

      You wrote: "You have given talks at numerous conferences, do you have videos online of your talks?"

      Yes, e.g., this one from the LAST conference in Melbourne a couple of weeks ago http://www.youtube.com/watch?v=2LF_Bmn-I0Y about "NPS in Agile Companies". There was also one about AMIs from the same conference, but I haven't had the time to upload it yet.

      You wrote: "When you talk about the ratings of your previous talks, can you please note which end of the scale is best, which is worst.  When I see a rating of 1.8 on a 1 to 5 scale, I assume that it is very poor, but given you are putting in your proposal, I guess 1 is best and 5 is worst?"

      Agreed. I've added an explanation of the scale. Better?

      What do you think, Ted? Did I answer your questions to your satisfaction? If so, I'd appreciate a vote from you :)

      Thanks again for the comment. Always happy to see other read what I put out there.

      Cheers,

         Bernd


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