Presentation from Jürgen Dittmar about Management 3.0 at Agile Greece Summit 2015

1. AgileGreeceSummit
Management 3.0
the essential perspective and toolset
for agile managers
Athens - 18. September 2015
Presented by
Jürgen Dittmar

2. Who is talking?
• > 20 years IT, > 10 year leadership
• Master Organizational Psychology
• Independent Consultant
• Systemic Coach and Consultant
• Systemic Organizational Development
• Agile Transitions
• Agile Training and Coaching
• Leadership & Management Development
Jürgen Dittmar
Official Partner of:

3. And what about
YOU?
Developer?
Manager?
HR?
Agile transformation?
Management 3.0 ?
Clear understanding
about the role of
modern/agile leaders?

4. WHY
Folie 4
??

5. „There is a lot of
bad Scrum out there“
Jeff Sutherland,
Scrum Day 2013 - Berlin

6. OD = Organizational Development
What often is missing ….

7. BARRIERS TO FURTHER AGILE ADOPTION

8. GREATEST CONCERNS ABOUT ADOPTING AGILE

9. Agile Transformation – DAY 1 Folie 10
Once upon a time ….

10. Management opposition can kill your agile
transformation!

11. Let‘s dive below the surface!

12. Status relative importance to others
Certainty being able to predict the future
Autonomy a sense of control over events
Relatedness safety with others
Fairness fair exchanges between people
SCARF Modell
David Rock: http://www.davidrock.net/files/NLJ_SCARFUS.pdf

13. The Role of Management in Scrum?
Folie 14
Jeff Sutherland (2013)

15. SCRUM is
Revolution !

16. Is there a manager after „Agile“?

17. Status
Certainty
Autonomy
Relatedness
Fairness

18. Human beings need a perspective!ManagersManagers

19. Jurgen Appelo

20. 3.0?
Why
Doing the wrong thing.1.0
Doing the right thing wrong.
Doing the right thing right.
2.0
3.0
Management & Leadership:

21.  No Management Methodology with
detailled instructions!
 Mindset and general concept plus many, many practices!
 Based on science and findings from Systems Theory,
Complexity Science, Psychology etc.
 Uses various perspectives and models to deliver deep insights
into the system and functionality of organisations and teams
 Describes useful tools and practices to start today
 Continuous improvement and extension
of practices by a community

22. CoreTask for Managers & Leaders
How can I change a complex social system
in a certain direction?

23. Important Skills for Managers & Leaders
complex social system
Complexity
Theory
Systems Theory &
Systems Thinking
Psychology
Change
Management

24. Management3.0

25. Jurgen Appelo

26. Workouts…
… for healthy organizations !

27. Folie 28
Practices
Practices
Practices
Practices
Practices
Practices
Practices
Practices
PracticesPractices
Practices
Practices
Practices
Practices
Principles

28. 1. Engage People
2. Improve Work
3. Delight Clients

29. Workouts: Examples
How do we create a fair bonus system?
What kind of incentives support cooperation
and feedback culture?
How can we enable creativity and motivation?
How can we deal with salaries in a fair way?
How can we develop delegation best?
What are good alternatives for traditional
career paths?

31. Bonus Systems

32. Jürgen Dittmar Übersicht Management 3.0 Workouts Folie 35

33. KUDO Box
KUDO Wall
KUDO Tweet

35. Merit Money
Virtual Currency
Peer Recognition
Exchange System

36. Example

38. Transparency
A ban on secrecy has a positive impact
on trust, fairness, motivation, and
culture.

39. Example Include (Y/N) Weight
Gender (G) Male Y / N 1 /2 /3
Job Category / Title (C) designer Y / N 1 /2 /3
Job Level (L) senior Y / N 1 /2 /3
Tag / Responsibility (T) team leader Y / N 1 /2 /3
Age (A) 43 Y / N 1 /2 /3
Years of Employment (Y) 5 years Y / N 1 /2 /3
Prior Work Experience (W)15 years Y / N 1 /2 /3
Relevant Education (E) 4 years Y / N 1 /2 /3
Special Achievements (S) design award Y / N 1 /2 /3
Performance (P) NPS = 85% Y / N 1 /2 /3
Family Size (F) 3 children Y / N 1 /2 /3

40. Example
https://open.bufferapp.com/introducing-open-salaries-at-buffer-including-our-transparent-formula-and-all-individual-salaries/

41. Jürgen Dittmar Übersicht Management 3.0 Workouts Folie 44

42. 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 Delegation
45

43. 46
Flow from left to right 46
Teams or People
Seven Levels
of Delegation
Key Decision Areas

45. www.management30.comGet your free eBook now:
dittmar@cocondi.de

47. 1. Systemic organizational development
2. Business strategies and visions
3. Fight conflicts and impediments
4. Align goals within the organization
5. Promote and challenge informal roles
(e.g. Scrum Masters and Product Owners)
6. Define constraints for selforganization
7. People development and recruiting
8. Legal framework
9. Mentoring, mediation and coaching
10. Crisis intervention and management
11. etc…
The Perspective for Leaders in Agile Organizations

48. The world is changing for all kind of managers
• The old system doesn‘t function anymore!
• Roles and task of managers/leaders are changing

49. Management is too
important to be left to the
managers.
54

50. Management is too
important to be left to the
managers.
55
Manage the system,
not the people

51. Mind the missing piece!
OD = Organizational Development

52. Jürgen Dittmar
Cocondi – Coaching Consulting Dittmar
Master of Organizational Psychology
Systemic Consultant and Coach
Consultant Agile Methodologies
Address Fuggerstraße 1, D-81373 München
Phone +49 (0) 89 120 125 52
Mobile +49 (0) 176 13 48 86 27
+49 (0) 176 1-dittmar
Mail dittmar@cocondi.de
Web www.cocondi.de
www.management30.com
Thank you for your attention
Questions?