There are 10 essential components for a self-management transformation: (1) transparency (2) no hierarchy (3) teams (4) no privileges (5) salary balance (6) no controls (7) measure & track (8) shared decision-making (9) no layoffs (10) profit share
“A game to let you experience four of the five domains of Dave Snowden’s Cynefin framework” The Cynefin framework is used to help decision makers to understand the domain, they are operating in. It offers for contexts: simple, complicated, complex, chaotic, and disorder. They offer a “sense of place” from [continue…]
We must get away from the idea people are silos. Just because people are experts, they must not do it all alone. Cross-functional teams require cross-functional people, who are able to contribute critical questions beyond their core expertise. It is the key to focus and robustness. Subject matter experts are [continue…]
“Let’s say you are at a company with 10 people; price’s law states that approximately 3 people will be responsible for half of the productivity of value. Scale that out to 100 and now it’s 10 people who are responsible for half the productivity of value. Now scale that to [continue…]
“An organization that establishes safety as a prerequisite and experiments together, will improve together, and win together.”
A write up of some exciting and astonishing discussions experienced in the Meetup “Dare the impossible: Cross-functional teams with end to end ownership” of the Agile Munich group.
In recent years a body of research has revealed another, more nuanced benefit of workplace diversity: nonhomogenous teams are simply smarter. Working with people who are different from you may challenge your brain to overcome its stale ways of thinking and sharpen its performance. Let’s dig into why diverse teams are [continue…]
One of the biggest mistakes leaders make is thinking they are supposed to have all the answers, especially when it comes to vision. There is a natural desire to look like you are smart and know what you’re doing. But sometimes the smartest thing you can do is to involve [continue…]
65% of remote employees report that they never had a team building session. Having co-workers spread across two or more locations is becoming a model more and more organization will have to adapt to. Stop hesitating, but look for ways to cope with co-located colleagues in a better way. Here [continue…]
When talking about agile and agility, we should not forget that we are talking a lot about culture, values, and identity. Irrespective if we start an agile transition from top to bottom or from bottom to top, we need to understand that we have to take a lot of people [continue…]
When we start to become more agile, we start to look at the mindset of people and how they collaborate. We are considering teams to be the fundament for growth and success. Conformity is no objective at all, contribution of individual talents to a group is what we strive for. [continue…]
“The misfits. The rebels. The troublemakers… They change things. They push the human race forward.” “The world has seen enough appointed committees. Then there’s bureaucracy, rigid accountability, metrics that measure certain things that are relevant right now but discourage people from trying new things.” ~ John P. Kotter
When it comes to the future of the workplace, the only safe prediction is to say that it will be different from today—more different than most of us can imagine.
Chaitanya: I think it is very much important in team bonding of multiple countries located teams that to understand the cultural…
Harald Dietrich: You are so right! Culture always plays an important role. We must be facing differences in behavior when working co-located.…