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2022 | Buch

Context Is Everything Kapitel lesen Erstes Kapitel lesen

Agile Leadership in Practice

Applying Management 3.0

verfasst von: Dominik Maximini

Verlag: Springer International Publishing

Buchreihe : Future of Business and Finance

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

This book illustrates the agile transformation journey of a consulting organization. It consists of nine main chapters, each focusing on specific aspects of transformation. These include establishing value in business, holistic recruitment and retention, innovating performance appraisals, rethinking organizational structure, redesigning leadership roles, streamlining measurement and reward systems, and improving career paths. Some specific processes, such as corporate decision making, SMILE (budget for business improvement at employee discretion), project selection, holiday leave, and career coaching are also described. All of the transformations described build up on Management 3.0, a collection of management principles and practices that fit perfectly in an agile world.

The book is of practical relevance for managers and agile coaches who want to learn how to approach agile transformation.

Inhaltsverzeichnis

Frontmatter
1. Context Is Everything
Abstract
The methods and case study described in this book need some explanations to understand them in the right context. Therefore, this chapter first describes what Organizational Culture is and then dives into Management 3.0. As a next step, it gives a brief overview of the context of the case study organization, especially the market it was in at the time and the setup and starting point of the case study organization. The chapter finishes with a description of the author’s role in this organization and a timeline showing the changing impact over time, starting with small and bigger team impact, growing to organization-wide impact.
Dominik Maximini
2. Building Teams
Abstract
This chapter shares how we grew a team out of very special individuals. We used a wide range of Management 3.0 practices (e.g., Personal Maps, Feedback Wraps, and Moving Motivators) to get to know each other, build trust, and establish our team values. In addition, this chapter touches on how we lived the concept of radical transparency, ranging from sharing general information all the way to performance appraisals and salary distribution. The chapter closes with a description how we applied Management 3.0 principles on our unique processes of hiring and firing people. The chapter also shares what did not work for us in these areas.
Dominik Maximini
3. Changing Organizational Structure
Abstract
Changing the organizational structure is no small task. We conducted many changes, both within our business area and within the broader organizational context. We also focused on setting up satellite sites and honed our virtual working skills.
Dominik Maximini
4. Changing Leadership
Abstract
When transforming an organization, you need to change your leadership approach as well. In this chapter, we share our understanding of leadership and management, and which roles were established in the case study context. These not only include traditional management functions like branch office managers, but also novel ideas such as career coaches. Then, we describe which leadership style might be appropriate in which context, followed by what type of people should fill these positions and how we went on to do just that. This went so far as to even replace the CEO.
Dominik Maximini
5. Changing Focus
Abstract
If you are successful with an agile transformation, the focus of both managers and the organization will change. During the process, you can also use a shift in focus to increase people’s awareness of the change. We did this on multiple levels. First, we shifted the focus of the organization. Then, we changed the focus of our managers, in some cases replacing them. This culminated in a new primary KPI for the organization, a happiness indicator. In this chapter, you learn what we did, why and how it worked out for us.
Dominik Maximini
6. Changing Measurement Systems
Abstract
This chapter explains how we changed our measurement systems. New mindsets need new key indicators, reflecting the new focus of the organization. Therefore, we measured success differently than before and added the quarterly measurement of happiness. This chapter also gives a financial overview, showing how these changes impacted our bottom line.
Dominik Maximini
7. Changing Reward Systems
Abstract
The most difficult topic we tackled during the time frame of the case study were the reward systems. This chapter starts with discussing what rewards actually are and goes on describing our understanding of who should get rewarded in which way by whom. While we tried some very innovative approaches there, we could not avoid the question of salary systems. We describe our journey, successes and failures around this topic and how we finally solved it for us.
Dominik Maximini
8. Changing Career Paths
Abstract
In this chapter, we describe our approach towards changing career parts. This includes the description of our consulting, specialist, and management career paths. You will learn how we approached the topic, which prerequisites we chose to set, and what “career” actually meant for us.
Dominik Maximini
9. Changing Processes
Abstract
Some processes are briefly touched throughout the book, but not described in detail. This is done in this chapter. We dive deeply into decision making processes (e.g., Delegation Boards), our employee-spendable budget without management involvement (SMILE), how we went about project selection and holiday leave. We also give a more detailed overview of our hiring process, how career coaching worked, and in which way we changed the organization of our management work. This chapter concludes the description of what we did and which methods we used or changed.
Dominik Maximini
Backmatter
Metadaten
Titel
Agile Leadership in Practice
verfasst von
Dominik Maximini
Copyright-Jahr
2022
Electronic ISBN
978-3-031-15022-7
Print ISBN
978-3-031-15021-0
DOI
https://doi.org/10.1007/978-3-031-15022-7

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