© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevFile	  1	  from	  value	  to	  Values	  Why	  Management	  h...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Mission is to Catalyze Change in Organizations@peterstev	...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevAs Agilists we are looking forbetter ways to develop software
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWe have been successful at finding better ways ofdeveloping ...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev…revealing the needfor better ways of managing companiesSour...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos Gathering 2012: “There has to be a better way”
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThere are successful companies out there.What do they do dif...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev•  Why is managementfailing?•  How do Agileprinciples help?•...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe	  world	  has	  changed.	  The	  relaIonship	  between	 ...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevFile	  1	  from	  value	  to	  Values	  Why	  Management	  h...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has work changed?1910’s – Industrial Economy TodayPhoto	...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has work changed?1910’s – Industrial Economy Today – Cre...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier change...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier change...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier change...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier change...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevGlobalization has transferred powerto the individual consume...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does classical management work?Interlocking principles t...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe primary goal of an organization needs to changeDelight	 ...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhen were you last delighted?When did you last delight a cus...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow	  does	  Agile	  Management	  work?	  How	  can	  we	  a...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does Agile Management work?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does agile management work?Interlocking principles to su...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does agile management work?Interlocking principles to su...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow can we apply the Agile Manifesto beyond Software?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe Agile Manifesto can provide guidance on the howPeople an...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe Agile Manifesto can provide guidancePeople and Interacti...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe Agile Manifesto can provide guidancePeople and Interacti...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 1 – Agree to get better“We	  are	  looking	  for	  bece...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 1 – Agree to get better“We	  are	  looking	  for	  bece...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 2 – Identify your customer visible valueWhat is the cus...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 3 – make small changes to the Agile Manifestoto match y...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 3 – make small changes to the Agile Manifestoto match y...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 4 – Evaluate Decisions, Policies and Practicesin light ...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhy is change difficult?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevDelight	  the	  Customer	  Manager	  as	  enabler	  What hap...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevConflict!Direct	  Linking	  Sustainability	  InnovaIon	  Adu...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy	  Vision	  for	  Stoos	  How	  Stoos	  Came	  Into	  Exis...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Vision for Stoos
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Vision for StoosStoos	  Management	  Agile	  So^ware	  De...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow did Stoos Come To Be
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe meeting of 21 people in Stoos, Switzerlandkicked off the...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev… and now 2’152 people around the world give Stoos life
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat is Stoos?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos: People & Learning Opportunities
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos: A Movement of Movements•  Frameworks–  Betacodex–  Be...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow can you get involved?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow can you get started?•  Check out stoosnetwork.org•  Join...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow likely are you to recommend Stoosto a friend or colleague?
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevImagine! – What would it be like …?Photo © leonardo viti - f...
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevRecommended Readingswww.HappinessApp.me	   www.eebee.co	  
© 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevCopyright & Permission•  © 2006-2012 Peter Stevens•  redistr...
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From Value to Values: Why Management Has to Change

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Keynote Speech from Conférence Agile France 2013. A look at the forces driving a change in management, what management needs to change to, how Agile is an example of the new paradigm, and an introduction to the Stoos Network, a world-wide movement to catalyze a change in management.

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From Value to Values: Why Management Has to Change

  1. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevFile  1  from  value  to  Values  Why  Management  has  to  change  
  2. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Mission is to Catalyze Change in Organizations@peterstev  peter@sierra-­‐charlie.com  scrum-­‐breakfast.com    
  3. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevAs Agilists we are looking forbetter ways to develop software
  4. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWe have been successful at finding better ways ofdeveloping software…
  5. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstev…revealing the needfor better ways of managing companiesSource:  Finance.Yahoo.com,  extracted  Aug  28,  2012  
  6. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos Gathering 2012: “There has to be a better way”
  7. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThere 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 managementfailing?•  How do Agileprinciples help?•  How do wetransformmanagement?
  9. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe  world  has  changed.  The  relaIonship  between    customers  and  suppliers  has  changed.  How  does  management  work?  Why is managementfailing?It’s  the  customer,  stupid!  
  10. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevFile  1  from  value  to  Values  Why  Management  has  to  change  The world has changed.
  11. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has work changed?1910’s – Industrial Economy TodayPhoto  courtesy  of  alderjewell@flickr  
  12. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has work changed?1910’s – Industrial Economy Today – Creative EconomyPhoto  courtesy  of  alderjewell@flickr,  Schlüsselbein2007@flickr  
  13. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier changed?Picture courtesy of cliff_botheredbybees@flickr
  14. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier changed?Choice of telecoms in 1981
  15. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier changed?Choice of telecoms in 1981
  16. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow has the relationshipbetween consumer and supplier changed?Choice of telecoms in 1981 Choice of telecoms today
  17. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevGlobalization has transferred powerto the individual consumerMessage 1981•  B2C: You take what we makeMessage today•  C2B: I’ll choose who I want todo business with
  18. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does classical management work?Interlocking principles to support the primary goalMake  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 – @peterstevThe primary goal of an organization needs to changeDelight  the  Customer!  
  20. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhen were you last delighted?When did you last delight a customer?Photo © leonardo viti - fotolia
  21. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow  does  Agile  Management  work?  How  can  we  apply  the  Agile  Manifesto  beyond  So^ware?  Why  is  change  difficult?  How do Agile principleshelp?Everything  I  learned  in  school  is  wrong  
  22. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does Agile Management work?
  23. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow does agile management work?Interlocking principles to support the primary goalDelight  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 – @peterstevHow does agile management work?Interlocking principles to support the primary goalProduct  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 – @peterstevHow can we apply the Agile Manifesto beyond Software?
  26. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe Agile Manifesto can provide guidance on the howPeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting 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 – @peterstevThe Agile Manifesto can provide guidancePeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting 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 – @peterstevThe Agile Manifesto can provide guidancePeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting 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 – @peterstevStep 1 – Agree to get better“We  are  looking  for  becer  ways    to  develop  so^ware…”  
  30. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 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 – @peterstevStep 2 – Identify your customer visible valueWhat is the customer visible valueof the HR Department?“We  are  looking  for  becer  ways    to  create  customer  visible  value  …”  
  32. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 3 – make small changes to the Agile Manifestoto match your contextPeople and Interactions Tools and ProcessesWorking Software Extensive DocumentationWorking with the Customer Contract NegotiationsReacting 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 – @peterstevStep 3 – make small changes to the Agile Manifestoto match your contextPeople and Interactions Tools and ProcessesCustomer Visible Value Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a planImportant  More  Important  “We  are  looking  for  becer  ways    to  create  customer  visible  value  …”  
  34. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStep 4 – Evaluate Decisions, Policies and Practicesin 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 ProcessesCustomer Visible Value Extensive DocumentationWorking with the Customer Contract NegotiationsReacting to Change Following a planImportant  More  Important  “We  are  looking  for  becer  ways    to  create  customer  visible  value  …”  
  35. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhy is change difficult?
  36. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevDelight  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 – @peterstevConflict!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 – @peterstevMy  Vision  for  Stoos  How  Stoos  Came  Into  Existance  What  is  Stoos?  How do we change theworld?Success  Pacern:    1  or  2  passionate  people…  
  39. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Vision for Stoos
  40. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevMy Vision for StoosStoos  Management  Agile  So^ware  Development  =  
  41. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow did Stoos Come To Be
  42. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevThe meeting of 21 people in Stoos, Switzerlandkicked 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
  44. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevWhat is Stoos?
  45. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos: People & Learning Opportunities
  46. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevStoos: 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 andmovements–  MIX Management Exchange–  Drucker Institute
  47. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow can you get involved?
  48. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow can you get started?•  Check out stoosnetwork.org•  Join the Stoos Network Linkedin Group•  Have a beer / meetup–  (or a glass of wine ;-)–  Talk about Stoos•  Join a Satellite / Form a Satellite•  Join a “Stoos Sparks” event tolearn and share internationallyPhoto  courtesy  of  Tim  Pearce@flickr  
  49. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevHow likely are you to recommend Stoosto a friend or colleague?
  50. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevImagine! – What would it be like …?Photo © leonardo viti - fotolia
  51. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevRecommended Readingswww.HappinessApp.me   www.eebee.co  
  52. © 2008-2012 Peter Stevens www.scrum-breakfast.com – @peterstevCopyright & Permission•  © 2006-2012 Peter Stevens•  redistribution allowed underCreative Commons nd-nc-sa license 2.5•  Some pictures are © other owners and used bypermission or allowed as fair use.

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