I am an engineer and I am working in the software industry for many years now. Nowadays I take care for people - developers, team leaders, but even many more employees involved in running a successful business. I try to be a servant leader, who works with the people. Decisions are taken with the people and not for the people. Thereby, my profession has become coaching and mentoring rather than engineering.
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…
“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.
Office design is a great example that agile mindset extends for beyond methods and organizations.
When companies start to replace value creation by valuation, when they put employees in the center of their acting thereby, this is unleashing unknown potentials, which arises from this process. The story of Upstalsboom, a hotel chain which started to change the attitude towards employees by setting focus on valuation, is a brilliant example how good this works in reality