www.management30.com
version 4

Jurgen Appelo
writer, speaker,
entrepreneur...
www.jurgenappelo.com

Scrum
Mike Cohn. Succeeding with Agile: Software Development using Scrum, 2010 3

Lean Startup
ideas
productdata
measure
Eric Ries,The Lean Startup: HowToday's Entrepreneurs Use Continuous Innovation…, 2011

DesignThinking
Richard Buchanan, “Wicked Problems in Design Thinking”
http://www.jstor.org/stable/1511637?origin=JSTOR-pdf
viability
feasibilitydesirability

Benefits Obtained from Agile
http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 6

http://www.versionone.com/pdf/7th-Annual-State-of-Agile-Development-Survey.pdf 7

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

Management is too
important to be left to the
managers.
9

Management3.0
10

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

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

http://www.flickr.com/photos/alexsbayley/7232946962/  2011 Alex S. Bayley,CreativeCommons 3.0
Experiment with tools,
techniques, and architectures.

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

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.

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

Feedback door + happiness index =
happiness door.

Management3.0
18

People are the most important
parts of an organization and
managers must do all they can to
keep people active, creative, and
motivated.
19

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

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

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

Teams can self-organize, and this
requires empowerment,
authorization, and trust from
management.
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

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

http://www.flickr.com/photos/bertwerk/623288901/  2007 Bert Werk, Creative Commons 3.0

Teams cannot achieve
their goals if team
members aren’t
capable enough, and
managers must
therefore contribute to
the development of
competence.
32

Support emerging creativity.
 2012 Jurgen Appelo, taken at Cisco SystemsNorway,Oslo

Many teams operate within the context of a complex
organization, and thus it is important to consider
structures that enhance communication.
35

Informal
structures.
 2012 Elliott Brown, Creative Commons 2.0, http://www.flickr.com/photos/ell-r-brown/4436513664

Value units
System administrators
GUI designers
Project Mgt Office
Community of Practice
Center of Excellence
Human Resources
...
Delivering value to others

People, teams, and
organizations need to
improve continuously to
defer failure for as long
as possible.
38

Track happiness to better
understand improvement.
 2012 Jurgen Appelo, taken atVI Company, Rotterdam

The Management 3.0 model
Six organizational
views based on
complexity thinking

m30.me/happiness

@jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl

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.