What are the ingredients for a successful self-management transformation? K2K Emocionado has successfully transformed 70 organizations. In a guest post at Corporate Rebels, Lisa Gill takes a closer look at them and how they do it.
Cite from the book The Fifth Discipline by Peter M. Senge.
A company is a group of individuals, running a business is giving a mutual purpose to them. Purpose is one key factor for motivated employees (other factors are autonomy and mastery). The first person in a company, the entrepreneur, starts a company from a vision. It provides the initial purpose. As people buy-in into the vision, the company grows.
More and more companies plan to make use of hackathon. They want to bring innovation and hidden talents to their organization. Too compelling are the various success stories, which are telling about fabulous results. They are delivered by people, who invest a small amount of their time into an inspiring challenge. The return on invest is a bet, but it seems to pay off - at least for those who are telling these stories.
Subject matter experts are silos - subject matter expertise needs to be shared. If experts are leaving a project, the subject stays. By then, if you are not able to close such a gap from within your organization, expertise needs to be bought from the outside. There is only one profound way to come around the problem: don't make people silos by making them subject matter experts.
Many people are talking about agile today. Decreasing costs, increasing speed and quality, and the urge to empower employees to contribute their full work force to the growth and success of an organization. Even though there is a great side effect of agile.
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 smarter. [button url=”https://hbr.org/2016/11/why-diverse-teams-are-smarter” target=”_blank” size=”small” icon=”external-link”]Open Article[/button]
Tools and processes stand in the middle of agile history. But over time it turned out that there is much more about agile. Today agile is to be seen as instrument for a learning organisation, which requires practices, principles, values, and in the end the right mindset of everyone working in an agile organization. from https://www.linkedin.com/pulse/what-agile-simon-powers/
A vital organization has its own #IDENTITY for growing an understanding of the purpose. A vital organization has objectives driven from a shared #VISION and the collective #MOTIVATION to get there A vital organization considers the possibilities from the #DEMAND, work in #TEAMS, and #BESTPRACTICES A vital organization is about the people and their #CONTRIBUTION, the way #COLLABORATION is working with them, their possibilities to foster #CREATIVITY, and the #SKILLS they develop to address the needs.
The amount of information is growing tremendously day by day. Any kind of knowledge is encapsulated in articles, blog posts, status updates, or tweets. No one can believe that mankind is getting that smart that wisdom is being derived from that information overload – even not in the future. So what are the factors we consider when we need to take decisions? When we try to do our best to comfort others? Where is the know how we would like to consider? Just because someone tells, it cannot be taken for granted. Do we really consider the eligibility? Be careful how you consume information, how you gather knowledge, how you…
Communication leads to community, that is, to understanding, intimacy and mutual valuing.
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 with us. For many it is a big adventure, as their system, which helped them to achieve stability and reliance is questioned to some degree. We ask them to trust people, with whom they probably never have worked with and where they are lacking a fundamental understanding of their needs and objectives. Learning by Doing I am trying to foster…
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. Where diversity meets collaboration, you can really claim to work the agile way.
found at Twitter @productboard