Expertism rules. Perfection is appreciated. First time right. Mistakes must be hidden, we fail secretly. Sascha Lobo once called this a typical German fixation for gap dimensions. This was the reason for the success of Germany’s Wirtschaftswunder. And in this success of yesterday lies our current problem. That’s why legions of German managers travel to Silicon Valley and admire the courage and speed there. The call for a new culture of failure follows. It is often forgotten that the point is not about failure itself, but about learning. What we need more than ever is a learning culture in our companies.
You have to be very strong now: A few user stories and daily standup meetings won’t make you agile. All right, now it’s out. There’s no point in cloning Spotify. mitating the form, rituals, and practices without understanding the essence of them and the logic behind them are ineffective cargo cult.
Corporate rebels cause irritation and thereby keep organizations alive. They act according to clear principles for the benefit of their organization as what and how it should be ideally. To this end, they repeatedly question the status quo and thus ultimately perform civil disobedience in the organization.
Management deals with the inanimate. It deals with numbers, processes and structures – leadership with the living, with people in their diversity and uniqueness. It is often neglected that leadership always refers first and foremost to the leader himself. And this self-management begins with the journey to oneself and the clarification of such essential questions as “What is my talent?”,”What gives me joy?” or “What does the world need from me?”.
In our predominantly tayloristic working world, there is always a strict separation between thinking and acting. The management defines goals, organization and processes and the simple employees are working within these structures created for them. Reorganization and process changes are the most important management tasks according to this paradigm. In contrast to other organizational changes, an agile transformation cannot succeed in this way. It is precisely this tayloristic separation between thinking and acting that is being dissolved in an agile organization in favor of the new paradigm of self-organization and shared responsibility for product and process.