My notes from #Stoos

Management is DEAD! Or Organize for complexity

  • Build teams with specialties that can deliver value
  • Build silos not based on specialties, but value creation
  • There must be something behind targets, not just numbers (higher value)
  • To achieve best results – focus on people first
  • Through away hierarchical structure, but work only with value creation structure and informal structure
  • Way to success: decentralize decision making, make managers lazy (not doing actual work), managers must support teams & help innovate, empower teams
  • It is not important what is different, but what is common

Random notes

  • How to encourage improvement/innovation? If you make yourself obsolete, you get a raise and/or career opportunities
  • Goal – Give one level up goals to achieve higher overview. One factory manager should care about all factories
  • Communication – Share real stories and messages, it helps to engage people
  • How to keep focus while introducing changes – Find things that require least effort, but give you maximum impact. After you found this – focus on those things!
  • Why projects fail? If root cause is out of the scope of a project (or team, or ..), than it is not fixed. Managers must help team to view big picture and act on these problems
  • Communication – Integrate knowledge sources with decision making. It is often disconnected.
  • Powerful question is the one that kicks off habits and moves to new way of thinking: open, simple, personalized. You can’t predict answer, because questions are difficult, both for listener and who asks that question.
  • Hints for retrospectives:
    • Count to 20 when you are waiting for the answer. If no answer, count to 20 again. (nice :))
    • If you ask bold question and everybody is silent, you must simply ask – “What is going on?”
    • If you want powerful questions to be asked/answered you have to create safe environment
    • Sometimes people are too polite and are trying to frame questions into a lot of words. Questions must be laconic
    • Talking about positive things is a must during retrospectives. you shouldn’t talk only about bad stuff

Culture cracks you would like to hack J


2 thoughts on “My notes from #Stoos”

  1. Building trust and putting people first, that is the customers, sure sounds like the good old free-market capitalism that build most of our western civilization.

    What am I missing?


  2. Hi Pierre,Thx for your feedback! I agree and of cousre also only deal with my very personal current view. Certificates therefore might probably be treated as safety belt for employees / contractors / customers in terms of entry cards or license for the sales pitch game. There is still the question left about certificate vs. knowledge matter of discussion not only in IT, but nearly within any education system.Probably getting teams developed and self-organized is probably one of the most challenging but also potentially fruitful aspects in Agile (besides talking about management, empowerment, customer and business value ). You see, I take engineering practices for granted (as we learned it in education and all our other projects). Many of these new education programs might be damned good I know e.g. about CAT, which is really a great concept. I just rather would like to target the same stuff at the whole team, instead of addressing single experts and maybe their individual topic of career development / perspectives (still not to be underestimated in fully agile organizations without hierarchies as we know it).Best,Michael

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