Management 3.0 is a workshop, a course, a couple of books, and a collection of concrete practices, to inspire managers and team members, who face the challenge of transforming their organizations to be more innovative, with a higher productivity.

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change and innovation practices
MANAGEMENT 3.0

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introduction
Management 3.0 is a workshop,
a course, a couple of books, and a
collection of concrete practices,
to inspire managers and team
members, who face the challenge of
transforming their organizations to
be more innovative, with a higher
productivity. We achieve this by
providing guidance and practices,
and by applying new thinking
to the craft, art, and science of
management and leadership.
Agile Leadership Practices

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introduction
The team loved the game today, and are thinking
of reorganizing themselves into more stable
teams rather than product teams. Next week
we’re doing an exercise to prioritize everyone’s
hardware requests. If it goes well, we’ll be
creating our new company compensation system
as a team. It feels good! Thank you!
Paul Klipp, President of Lunar Logic in Krakow, Poland
The Management 3.0 workout practices aim at leaders and
knowledge workers who are trying to be more agile and lean in their
approach to management. The courses and workshops typically
draw a mix of team leaders, development managers, IT directors,
agile coaches, HR managers, project managers, scrum masters,
product owners, and creative workers.

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introduction
Whether it’s a standard two-day course, a custom eight-hour
workshop, a four-hour tutorial, or a brief 1-hour talk, all Management
3.0 events are designed to make a lasting impression.
Management 3.0 has 8 major topics, which are
continually refined and supplemented. The most
important goal for Management 3.0 events is for
people to take action to improve their organizations.
All events adhere to the following principles: theory
and practice in small chunks; clear and effective
visuals; inspiring stories and metaphors; fun games
and exercises; focused group discussions; and
concrete practices with tangible results.
Workshops,
Courses & Tutorials

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introduction
Justtherightamountoftheoryvs.exercises,general
experience vs. each participant’s experience, one-
way teaching vs. two-way sharing/feedback.
Claudia Daniela Hosu, ScrumMaster
at Small Footprint, Romania

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audience
Ourworkshopsandcoursesarecreatedtoshareideasandexperiences
from innovative organizations with modern management and
leadership practices. Don’t wait while your best employees are
quitting their jobs. Join a Management 3.0 event now!
?Can we implement a balanced scorecard that doesn’t
treat creative employees like factory workers
?Can we evaluate performance without destroying people’s
motivation with annual appraisals
Ideas for Top Management &
Human Resources

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audience
I had so many takeaways, almost everything. I
would say: complex systems discussion, a lot
of metaphors, 7 levels of authority, discussions
of challenges, loved all the stories. Great great
great course!
Tali Goshen, VP of Human Resources
at superDimension, Israel
Can we share the company’s
profits without resorting to a
traditional bonus system?
?
?
Can we define inspiring
goals without the rigidness of
management by objectives?

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audience
?
?
Can we assist human resources in implementing
better job titles and career ladders
Can we help team leaders and development managers to find a new definition for their roles
Inspiration for Agile Coaches &
Scrum Masters

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Quote
audience
The games & exercises were great!
In particular, I liked the Metrics
Matrix, Champfrogs, Delegation
Poker, and Meddlers. I also liked
the Change management 3.0
Module & the change exercise - it
really brought everything together
into 4 aspects of change that’s spot
on with the type of work I do with
clients & teams.
Susan Gibson,
Agile Coach at LeanDog, USA
?
?
Can we convince top management that the
individual performance system has to be changed
Can we motivate team
members so that they better
adopt agile and lean practices
Ourworkshopsandcoursesarecreatedtoshareideasandexperiences
from innovative organizations with modern management and
leadership practices. Don’t wait while the happiness of your teams
drops below zero. Join a Management 3.0 event now!

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audience
?Can we help the organization be more innovative
while at the same time keeping up performance
Ourworkshopsandcoursesarecreatedtoshareideasandexperiences
from innovative organizations with modern management and
leadership practices. Don’t wait while the delivery cycle of the
product grinds to a halt. Join a Management 3.0 event now!
Advice for Project Managers &
Product Owners

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audience
I have gained some more
tools and been reminded
about some of the existing
tools in my little toolkit
which needed sharpening.
Kasper Jørgensen,
Project Manager at
CIPM, Denmark
?
?
?
Can we assist team members to deliver products continuously, while not increasing our technical debt
Can we balance new
product development
with maintenance, and
speed with quality
Can we scale our
product to multiple
teams across different
geographical locations

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audience
Can we delegate work to self-organizing teams while
still maintaining a sense of control
Can we motivate team
members to develop
products that by their nature
are not very exciting
?
?
Ourworkshopsandcoursesarecreatedtoshareideasandexperiences
from innovative organizations with modern management and
leadership practices. Don’t wait while your team members leave all
difficult problems for you to solve. Join a Management 3.0 event now!
Practices for Line Managers &
Team Leaders

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audience
It has the right
mix of examples,
theory, and games.
Convincing and
authentic.
Sergiu Gavrila,
Team Leader at
itdesign GmbH,
Germany
Can we create clear roles and team boundaries, with inspiring values and a clear goal
Can we help people to develop themselves and have
them aim for continuous improvement
?
?

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audience
Lots of ideas to try with my team to get to know
them better and improve our work.
Mattia Battiston, Software Developer, Italy
?
?
Can I help our old-fashioned managers to introduce
some 21st century leadership practices
Can I help my co-workers to take
responsibility and hold them
accountable for their work
Ourworkshopsandcoursesarecreatedtoshareideasandexperiences
from innovative organizations with modern management and
leadership practices. Don’t wait while the organization is slowly but
steadily destroying itself. Join a Management 3.0 event now!
Practices for Creatives &
Knowledge Workers

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audience
?
Can I introduce some
innovative practices that will
be accepted by the non-agile
part of the organization
?Can I somehow keep my motivation and
sanity in our dysfunctional organization

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facilitation
The human brain is perfectly equipped to deal with stories and visuals. That’s why we designed the
Management 3.0 materials with visualization in mind, and it is why all Management 3.0 facilitators are fine
storytellers.
With the help of sticky notes, markers, flip charts, and whiteboards
the facilitators welcome participants to visualize their management
& leadership problems, and to share their stories and solutions with
each other in engaging ways.
Storytelling and Visualization

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facilitation
I liked the mix of play and listen. I liked that every
topic started with storytelling.
Christoph Oberle,
Management Consultant, Germany

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facilitation
Very involving and with a very flexible agenda.
The result was that we did some very concrete
problem solving, including making use of the
participants’ varied experience.
Signe Bramming Andersen,
Manager at DONG Energy, Denmark
In our courses and workshops the facilitators invite participants to
share their biggest challenges in management & leadership. The
problems are sorted and prioritized, and they are turned into a
backlog of discussion items.
All problems are unique. And yet, similar challenges have all been
faced before in one way or another. Assisted by all participants the
facilitator attempts to find solutions, practices, suggestions, and
references for all prioritized problems.
Addressing Problems,
Discussing Solutions

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facilitation

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facilitation
I especially liked the delegation cards and the
motivation exercise, plus some of the stories.
Pia Andersson, Manager Strategy
and Projects at Hi3G, Sweden
Each of the Management 3.0 topics includes at least one game
or exercise. In groups of three to seven people the attendees run
simulations of real-world management issues. Sometimes the
participants play as different line managers against each other.
Sometimes they act together as one team leader, sharing their ideas
while working on a problem.
Every exercise is debriefed afterward, so that people can discuss
their findings, internalize what they learned, and bring up questions
and insights to be addressed by the whole group.
Learning by Playing,
Practicing by Exercising

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facilitation

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topic
Agile management is the generic term for
leadership and governance of creative teams
in a way that is consistent with agile and lean
thinking. You will be acquainted with common
methods, principles, and challenges in agile
transformations around the world, and the
necessity of management in agile organizations.
Learn About
Agile Management

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topic
I liked the mix of hands on,
presentation, and discussion.
Mimi McGinty, Sr. Project Manager
at Grange Insurance, Columbus, USA

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topic
The best feature, one
that I have never seen in
such courses, but always
wanted, is the list of
books worth reading. It
makes the course only a
starting point, for your
own exploration on each
topic.
Łukasz Nalepa,
Scrum Master/
Software Engineer
at CUBE-CR, Poland
Systems thinking and complexity science are the cornerstones of the agile mindset.
You will learn what complexity theory is, how to think in terms of systems, and how to
spot the difference between complex and complicated. The principles of complexity
thinking will enable you to create your own agile leadership practices.
Learn About
Complexity Thinking

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topic

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topic
Intrinsic motivation is the reason people get out of bed
in the morning. Since people are the most important
parts of an organization, managers must do all they
can to keep people active, creative, and motivated.
You will learn about the difference between extrinsic
vs. intrinsic motivation, the ten intrinsic desires,
and common techniques for understanding what is
important to the people in your teams, such as one-
on-one meetings, personal assessments, the 12 most
important questions, and 360 degree evaluations.
Learn How to
Energize People
?
How can we
compensate people
in a fair way
?How can we keep or increase motivation and passion
?How can we keep or increase
engagement and energy

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topic
I liked the happiness door, the kudo
cards, the games, and the takeaways.
It is a well-structured training.
Laure Pain,
Agile Coach at Amadeus, France
?How can we get the manager
closer to the team

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topic
Having experienced the games
was quite useful to realize that
they work. They are all good
exercises to play with my teams.
Alejandro Scandroli,
Developer and Founder at
Amneris Web Solutions, Spain
?How can we get teams to take ownership and
responsibility
Self-organization can offer many answers when it comes to good
management. Teams are able to self-organize, but this requires
empowerment, authorization, and trust from management. You
will learn how to make self-organization work, how to distribute
authorizationinanorganization,thechallengesofempowerment,how
to grow relationships of trust, and several techniques for distributed
control, such as the 7 levels of delegation, and delegation boards.
Learn How to
Empower Teams ?How can we improve teamwork and interaction

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topic
?How can we empower a self-organizing team
?
How can we get
management to
trust the team

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topic
?How can we get one team
to focus on one goal
?How can we align teams with product owners and management
Goal setting is important, since self-organization can lead to anything. Therefore it’s
necessary to protect people and shared resources, and to give people a clear purpose
and defined goals. You will learn when to manage and when to lead, how to use different
criteria to create useful goals, about the challenges around management by objectives,
and about potential negative effects of self-organization.
Learn How to
Align Constraints

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topic
?
?
Clear and well-articulated theory. Great ability
to both get the audience involved and inspired
to participate, and to provide answers and useful
discussions on the many questions that emerged.
Morten Salling Amstrup, Solution
Consultant at Arla Foods, Denmark
How can we align teams with
the goal of the company
How can we
make sure there
is leadership

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topic
Competence development is key when it comes to doing a good job. Teams are only
able to achieve their goals if team members are capable enough, and managers must
therefore contribute to the development of competence. You will learn how and when to
apply the seven approaches of competence development, how to measure progress in a
complex system, the effect of sub-optimization, and several tips for useful metrics.
Learn How to
Develop Competence
?How can we develop people’s competences and skills

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topic
The interactive exercises were very
good and brought up interesting
communication and interaction,
and definitively can be used as a
takeaways to try to implement in
one’s own environment.
Elina Razdobarina,
Independent Consultant,
San Francisco, USA
?How can we improve estimates
and meet expectations
?How can we increase
and measure quality
?
How can we do our jobs
effectively and maximize
productivity

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topic
Organizational structures significantly impact how an
organization works. Many teams operate within the context of
a complex organization, and thus it is important to consider
structures that enhance communication. You will learn how
to grow an organizational structure as a fractal, about
balancing specialization and generalization, about
choosing between functional and cross-functional
teams, about informal leadership and widening job
titles, and about treating teams as value units in a
value network.
?How can we be Agile in a geographically distributed
organization
?How can we work with multiple
projects and product owners
Learn How to
Grow Structure

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topic
?
The examples from real life, and the
exercises, were all really good and
made it interesting all the way.
Erik Svensson, Project Manager
at Ericsson, SwedenHow can we deal with
dependencies between teams
?How can we adapt organizational structures to Agile

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topic
Learn How to
Improve Everything
?How can we get management and
business to become Agile
?How can we change the
organization’s culture
?How can we be Agile when the
environment is non-Agile
?How can we help people learn
and improve themselves

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topic
Great course! One of the best I’ve done
Damian Fasciani,
Technology Services
Manager, REA Group, Melbourne, Australia
Change management is one of the things people in all kinds of
organizations struggle with most. People, teams, and organizations
need to improve continuously, in order to defer failure for as long
as possible. In practice this means that managers and leaders
must act as change agents, trying to change the social complex
systems around them. You will learn about the four facets of change
management, which address the system, the individuals, the
interactions, and the boundary of the system.

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exercise
Do you need to make a decision but are you unsure about the effects
on people’s motivation? Do you want to know what motivates your
colleagues? Are you hiring a new team member and do you want to
know what makes her tick? Play Moving Motivators!
Moving Motivators
My team will be using
the Moving Motivators
exercise, a problem wall
and a happiness index. The
biggest takeaway was to
try many different things,
tweak, and try more.
Andrew Brown, Sr.
IT Project Manager at
University of Michigan,
Ann Arbor, USA
The games were very valuable.
Robie Wood, Project Management
Consultant at showVALUE LLC,
Washington DC, USA

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exercise

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exercise
Delegation often comes down to “Either I do it, or you do it”. But in
truth there are 7 levels of delegation. Use Delegation Poker to make
clear who’s responsible for what and on what level.
Delegation Poker

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exercise
The exercises were very
enlightening, whether in
sharingmyownexperiences
or listening to others - it
certainly caused me to
pause and reflect upon my
own “style” and recognize
opportunities for growth.
David Soule,
Section Manager at
Erie Insurance Group, USA

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exercise
A very popular exercise is the
Meddlers game (named after a
well-known German board game).
The exercise allows players to
visualize and discuss organizational
structures, in a way that matches the
concept of value networks.
Meddlers

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exercise
What I appreciate the most
about the facilitator is that
he does not offer simple trite
answers that might work in
very specific organizations.
Rather, he gives his students
the tools or frameworks to
help them arrive at their
own solutions.
Mike Evans,
Iteration Manager
at Nationwide, USA

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exercise
There are many wrong ways to reward employees. A simple but
effective approach is the use of kudo cards, which enables people to
give each other small tokens of appreciation.
Kudo Cards
It is very refreshing to see that Management 3.0 is considerably more oriented toward
empowering the team and making it happy, as opposed to traditional management that
was focusing on performance.
Luc Duplessis, Agile Product Owner at Accedian Networks, Montréal, Canada

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exercise

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conclusion
Statistics and Numbers
There have been 175 Management 3.0 courses between March 2011 and June
2013, which is an average of 6 courses per month. In the first six months of 2013
there were 55 courses, or an average of 9 courses per month.

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conclusion
“This was one of the best courses I’ve ever attended!”
Robert Misch, Agile Coach at gutefrage.net
GmbH, Germany
In total, the course has been
organized in 78 different cities
in 35 countries on 4 continents
by 32 licensed facilitators. More
than 600 participants attended
the courses in the first six months
of 2013, which is an average of
11 people per course. Overall
an estimated number of 2,000
people attended a Management
3.0 course since our kick-off in
2011.

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conclusion
An amazing 48% of our Management 3.0 courses receive an average rating of 9
(out of 10) or higher from the participating groups, while 85% of the courses have
been rewarded with an average group rating of 8 or higher.
The participants rate the course individually with a 9 or
10 in 62% of the cases. Our Net Promoter Score is: 56%
Evaluations and Ratings

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conclusion
I consider two days as a well-
balanced choice and the pace
during the two days was just right.
Robert Sundin,
Manager at Com Hem AB,
Sweden

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conclusion
Management 3.0
Agile management is an often overlooked part of Agile. Managers need to learn what their
new role is in software development organizations in the 21st century, and how to get the
best out of Agile. This book will help them.
www.management30.com/product/management30
How to Change the world
“How do I deal with my crappy organization? I like my work but I don’t like what our
management is doing. How do I deal with it?” Well, it’s take it, leave it, or change it…
This booklet for those who choose option 3.
www.management30.com/product/how-to-change-the-world

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conclusion
Afadyousay?Management3.0isfarfromit.It’safactthatmore
andmoreorganizationsaremovingtowardsagilemethodologies.
This demands a new way of thinking for leaders. Whilst many
have developed a new mindset and practice it, Management
3.0 gives concrete tools, names, metaphors, and much much
more that add to a leader’s tool belt. I highly recommend the
workshops to experience it live!
Matthew Aldridge at Whatevermobile.com, Germany
Mangement Workout
Management Workout will be a book with actionable management advice.
Practical things that people can do next Monday morning, in order to grow an
organization that is innovative and healthy.
www.management30.com/workouts/

52. The goal of Management 3.0 is to help you grow and transform organizations
into becoming great places to work. ”But, I’m not a manager”, you say? So
what? We believe that management is not only the managers’ responsibility.
It is everyone’s job! Therefore, Management 3.0 is not only about what
managers can do, but also about what you can do.
change and innovation practices
MANAGEMENT 3.0