“Many organisations today are run according to management principles which are 50 to 100 years old. These methods are not appropriate to the fluid and fast-paced world we live in, but many organisations are struggling to change. This article tells about the history and future of management theory, so we can understand where we are, how we got here and where we can go.”
“… meetings aren’t just about delivering results. There’s another outcome that leaders should be paying more attention to: creating a quality experience for each participant.”
If only one of the following headlines is drawing your attention, you should check out the full article. 1. We learn with our hands not with our ears. 2. Draw Everything. 3. Courses are not long workshops. 4. Everybody learns from everybody. 5. Your number one job is believing in them.
At Agile Uprising a great discussions has been spawned off on the future of agile. It feels to me the discussion at some points is too much about complaining about missing understanding and support again. Thereby, it is us who can change!
“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
Agile has limitations and does not work under any circumstances. It might be applicable, but not in every case. Arguments like these are evaluated and diminished in the article above.
“In the Agile world, there’s an effort to move away from estimates in hours towards estimating in story points, often using a Fibonacci sequence. The idea is that the larger a story is, the more uncertainty there will be around it and the estimates will be more inaccurate. The approach underscores the uncertainty in every estimate.”
There are really only two advantages to thinking that you’re better than you actually are. The first is when you’re attempting to do a difficult task. Believing that you can do something difficult is half the battle, but if you truly overrate your abilities, then by definition you will fail. The second is fooling others into thinking that you are competent.
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.
“Moving the responsibility for change from a hierarchy to a network is a transformation that is best stimulated by a network, not by a hierarchy.”