Much can be learned from Lean Management: Understanding the value for the customer, then identifying the value stream and optimizing the flow to avoid unnecessary effort and last but not least ensuring continuous improvement. However, the focus should not only be on the application of other and better methods, but also on a different leadership culture. The second pillar of the Toyota Way therefore is respect for people. At the core of Lean Management are the people as its essential success factor. The motto of Lean Leadership is therefore “empowering not instructing “. This principle deserves to be disseminated at least as vigorously as the well-known concepts and methods of Lean Management.
Agile organizations are lean, flexible and adaptable. This is accomplished less by “agilizing” existing structures and processes but rather by consistently questioning these. The solution, of course, is not to fall victim to the cognitive bias of Maslow’s hammer and to apply the shiny new agile methods to all existing calcified organizational structures and their wasteful procedures. Rather the motto is “Don’t scale agile – descale your organization!”
After my switch from our small but fine start-up esc Solutions to the BMW Group IT in 2015, I was asked more than once whether I really was serious about this move. To be honest, I asked myself this question also more than once in the first half of 2015. A short story full of pictures about the pain of adaptation in a large corporation and how it helped me find my role as corporate rebel and court jester.
A year ago, I published the six theses of the Manifesto for Human Leadership on this blog. The response was overwhelming. Almost 600 people have signed the Manifesto since, I have had countless inspiring conversations, talks and workshops. And, of course, I have continued to think and write about the different theses and leadership in general. Therefore, I take this anniversary as an opportunity to publish the manifesto in detail as a small book at Leanpub.