Management 3.

0
Management is a group responsibility

Miquel Rodríguez
miquelra@netmind.es
@miquelrodriguez
Madrid, 26 de mayo de 2017
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 “Management is too important
to be left to Managers”

Jurgen Appelo

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 Management 1.0

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Bad idea…

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 Management 2.0

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Bad idea…

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Management 3.0

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 Management 3.0 is not
yet another framework.
It is a mindset, combined
with an ever-changing
collection of games, tools,
and practices to help any
worker to manage the
organization. It is a way of
looking at work systems.

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 Improve Everything

Aline Constraints

Empower Teams
Develop Competences

Energize People Grow Structure

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 1

Energize People: People are the most important parts of

an organization and managers must do all they can to
keep people active, creative, and motivated.

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Intrinsic Motivation vs Extrinsic Motivation

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Curiosity Status Acceptance Power

Goal Honor Mastery Freedom

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Moving Motivators

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Kudo Cards

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 2
Empower Teams: Teams can
self-organize, and this requires
empowerment, authorization,
and trust from management.

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Dictatorship vs Anarchy

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To Control or
Not to Control

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Distributed Control works better in Complex Systems

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Accountable vs. Responsible

What is the difference?

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Accountability Responsibility
getting control from exercising control for
someone (authority) oneself (ability)

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The 7 Levels of Delegation

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Align Constraints:
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.

3
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 Everything starts with the purpose of a business
Peter F. Drucker

Management by Objectives
vs
ELIMINATE Management by Objetives

Eliminate numerical goals, quotas and bonuses

W. Edwards Deming
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Ambitious Mesurable Shared Cascade Graded

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Work Exposition Visual Goal Setting

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

4
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Learning and
competencies

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 Master

Journeyman

Apprentice

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Individual competence development

1. Lead by example
2. Encourage and enable self-study
3. Training and certification
4. Coaching
5. Learning from failure /
experiments
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 Team Competence Matrix

1
4
Competencies

2
1

5
0

1
Required
competence 1
levels
Team members

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 5
Grow Structure:
Many teams operate within
the context of a complex
organization, and thus it is
important to consider
structures that enhance
communication.

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Top Down
vs
Bottom Up

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Create a City
Netflix gave up trying to organize its software as one large monolithic
application and broke it down into independent services that can
manage their interactions in a
peer-to-peer way, like companies in a city.
– Dave Gray, The Connected Company

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Hierarchies Networks
Specialization balance Generalization
Efficiency (ambidexterity) Effectivity
Centralization Decentralization
Exploitation Exploration

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 Value Units
Replace Job Titles
T-Skilled People

Communities of Practice

Semi-stable Teams

Small Teams
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 6

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

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Create a safe-to-fail environment

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Run more experiments, faster, and cheaper

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 MISTAKES EXPERIMENTS PRACTICES

SUCCESS
FAILURE

LEARNING

We know that learning is optimal when we run experiments.

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 Two Questions

What did we What did

do well? we learn?

…by following good practices …by running experiments

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 Improve Everything

Aline Constraints

Empower Teams
Develop Competences

Energize People Grow Structure

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Management 3.0: Agile Management and Leadership

Basado en Management 3.0 + Workout!

100% práctico
24 horas
Documentación oficial + recursos formato digital
http://www.netmind.es/curso/management-3-0-agile-management-and-leadership/

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