Contenu connexe Similaire à From Value to Values: Why Management Has to Change (20) Plus de Peter Stevens (20) From Value to Values: Why Management Has to Change1. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
File
1
from
value
to
Values
Why
Management
has
to
change
2. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
My Mission is to Catalyze Change in Organizations
@peterstev
peter@sierra-‐charlie.com
scrum-‐breakfast.com
3. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
As Agilists we are looking for
better ways to develop software
4. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
We have been successful at finding better ways of
developing software…
5. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
…revealing the need
for better ways of managing companies
Source:
Finance.Yahoo.com,
extracted
Aug
28,
2012
6. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Stoos Gathering 2012: “There has to be a better way”
7. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
There are successful companies out there.
What do they do differently?
Source:
Finance.Yahoo.com,
extracted
Aug
28,
2012
8. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
• Why is management
failing?
• How do Agile
principles help?
• How do we
transform
management?
9. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The
world
has
changed.
The
relaIonship
between
customers
and
suppliers
has
changed.
How
does
management
work?
Why is management
failing?
It’s
the
customer,
stupid!
10. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
File
1
from
value
to
Values
Why
Management
has
to
change
The world has changed.
11. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has work changed?
1910’s – Industrial Economy Today
Photo
courtesy
of
alderjewell@flickr
12. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has work changed?
1910’s – Industrial Economy Today – Creative Economy
Photo
courtesy
of
alderjewell@flickr,
Schlüsselbein2007@flickr
13. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has the relationship
between consumer and supplier changed?
Picture courtesy of cliff_botheredbybees@flickr
14. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has the relationship
between consumer and supplier changed?
Choice of telecoms in 1981
15. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has the relationship
between consumer and supplier changed?
Choice of telecoms in 1981
16. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How has the relationship
between consumer and supplier changed?
Choice of telecoms in 1981 Choice of telecoms today
17. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Globalization has transferred power
to the individual consumer
Message 1981
• B2C: You take what we make
Message today
• C2B: I’ll choose who I want to
do business with
18. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How does classical management work?
Interlocking principles to support the primary goal
Make
money
for
shareholders
Bureaucracy
and
Blame
Efficiency
Cost-‐CuYng
Command
and
Control
Top
Down
DirecIves
Role
of
Management
CoordinaIon
Values
CommunicaIon
Purpose
of
the
OrganizaIon
19. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The primary goal of an organization needs to change
Delight
the
Customer!
20. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
When were you last delighted?
When did you last delight a customer?
Photo © leonardo viti - fotolia
21. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How
does
Agile
Management
work?
How
can
we
apply
the
Agile
Manifesto
beyond
So^ware?
Why
is
change
difficult?
How do Agile principles
help?
Everything
I
learned
in
school
is
wrong
22. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How does Agile Management work?
23. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How does agile management work?
Interlocking principles to support the primary goal
Delight
the
Customer
Direct
Linking
Sustainability
InnovaIon
Manager
as
Enabler
Adult
to
Adult
ConversaIon
Role
of
Management
CoordinaIon
Values
CommunicaIon
Purpose
of
the
OrganizaIon
Radical
Management
24. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How does agile management work?
Interlocking principles to support the primary goal
Product
Backlog
Sprint
Planning
Task
board
Kanban
board
Sustainable
Pace
Individuals
over
Process
Scrum
Master
Product
Owner
RetrospecIves
Stand-‐Ups
Self
OrganizaIon
Role
of
Management
CoordinaIon
Values
CommunicaIon
Purpose
of
the
OrganizaIon
Radical
Management
25. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How can we apply the Agile Manifesto beyond Software?
26. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The Agile Manifesto can provide guidance on the how
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We
are
looking
for
becer
ways
to
develop
so^ware…”
Important
More
Important
27. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The Agile Manifesto can provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We
are
looking
for
becer
ways
to
develop
so^ware…”
Important
More
Important
later
28. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The Agile Manifesto can provide guidance
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We
are
looking
for
becer
ways
to
develop
so^ware…”
Important
More
Important
even
later
later
29. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We
are
looking
for
becer
ways
to
develop
so^ware…”
30. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 1 – Agree to get better
“We
are
looking
for
becer
ways
to
develop
so^ware…”
Hint:
get
permission
to
improve
get
permission
to
change
every
week
31. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 2 – Identify your customer visible value
What is the customer visible value
of the HR Department?
“We
are
looking
for
becer
ways
to
create
customer
visible
value
…”
32. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto
to match your context
People and Interactions Tools and Processes
Working Software Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
“We
are
looking
for
becer
ways
to
develop
so^ware…”
Important
More
Important
33. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 3 – make small changes to the Agile Manifesto
to match your context
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important
More
Important
“We
are
looking
for
becer
ways
to
create
customer
visible
value
…”
34. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Step 4 – Evaluate Decisions, Policies and Practices
in light of these values
• What
was
the
decision?
• What
did
it
value?
• If
you
had
valued
something
on
the
le^
more,
how
would
you
have
decided?
• What
impact
would
that
have
had
for
your
company,
staff
or
customers?
• Adjust
your
values
appropriately!
People and Interactions Tools and Processes
Customer Visible Value Extensive Documentation
Working with the Customer Contract Negotiations
Reacting to Change Following a plan
Important
More
Important
“We
are
looking
for
becer
ways
to
create
customer
visible
value
…”
35. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Why is change difficult?
36. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Delight
the
Customer
Manager
as
enabler
What happens when just a department “goes agile”?
Direct
Linking
Sustainability
InnovaIon
Adult
to
Adult
ConversaIon
Role
of
Management
CoordinaIon
Values
CommunicaIon
Purpose
of
the
OrganizaIon
37. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Conflict!
Direct
Linking
Sustainability
InnovaIon
Adult
to
Adult
ConversaIon
Role
of
Management
CoordinaIon
Values
CommunicaIon
Purpose
of
the
OrganizaIon
Make
money
for
shareholders
Command
and
Control
38. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
My
Vision
for
Stoos
How
Stoos
Came
Into
Existance
What
is
Stoos?
How do we change the
world?
Success
Pacern:
1
or
2
passionate
people…
39. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
My Vision for Stoos
40. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
My Vision for Stoos
Stoos
Management
Agile
So^ware
Development
=
41. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How did Stoos Come To Be
42. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
The meeting of 21 people in Stoos, Switzerland
kicked off the created a message that resonated…
43. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
… and now 2’152 people around the world give Stoos life
45. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Stoos: People & Learning Opportunities
46. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Stoos: A Movement of Movements
• Frameworks
– Betacodex
– Beyond Budgeting
– Extreme Programming
– Guided Self Organization
– Holacracy
– Kanban
– Lean Production
– Radical Management
– Right-shifting
– Scrum
– Toyota Way
– …
• Home Grown
– WL Gore
– Morningstar
• Other Institutions and
movements
– MIX Management Exchange
– Drucker Institute
47. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How can you get involved?
48. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How can you get started?
• Check out stoosnetwork.org
• Join the Stoos Network Linked
in Group
• Have a beer / meetup
– (or a glass of wine ;-)
– Talk about Stoos
• Join a Satellite / Form a Satellite
• Join a “Stoos Sparks” event to
learn and share internationally
Photo
courtesy
of
Tim
Pearce@flickr
49. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
How likely are you to recommend Stoos
to a friend or colleague?
50. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Imagine! – What would it be like …?
Photo © leonardo viti - fotolia
51. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Recommended Readings
www.HappinessApp.me
www.eebee.co
52. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev
Copyright & Permission
• © 2006-2012 Peter Stevens
• redistribution allowed under
Creative Commons nd-nc-sa license 2.5
• Some pictures are © other owners and used by
permission or allowed as fair use.