Latest Posts

Management by Objective – Without Carrots and Sticks

Published by Marcus Raitner

The turn of the year is traditionally the time to look back, pause and look forward to the new year. On a personal level, this typically leads to new year’s resolutions and in the vast majority of companies this means target agreements. Both can work, but in practice they won’t or will work only inadequately. There is hardly any management concept that is as widespread as Management by Objectives described by Peter F. Drucker in 1954. At the same time, this concept is probably the most misunderstood and abused in the history of management. There was a reason why Peter F. Drucker called it “Management by Objectives and Self-Control” and now is the time to remember it.

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How Do You Feel About Your Time?

Published by Marcus Raitner

Warren Buffet and Bill Gates have more in common than their wealth. Since their first contact in 1991, the two have cultivated an intense friendship in which they learned a lot from each other. Bill Gates for instance learned the art of time management from Warren Buffet. This doesn’t mean meticulously filling the very last gaps in the calendar, but rather saying no and focusing on the important things. Both of them see great value in regularly using part of their time to sit around, read and reflect. An hour a day (five hours a week) is said to be worth it to the two (and to some other very successful people). And now the crucial question at the start of a new year: How do you feel about your time?

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The Year That Was, 2018 – A Review in Words and Pictures

Published by Marcus Raitner

We live in times in which “many things have changed and change faster and faster”, as the time researcher Karl-Heinz Geißler so aptly put it. 2018 was an exciting year, and it passed very quickly. So it is high time for a big thank you to my readers and my companions analog and digital for the vibrant exchange and the inspiring discussion. And it is time for a brief review of this year’s topics, which more or less revolved around the two focal points of agility and agile transformation on the one hand and human – or better: humane – leadership on the other.

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Leading by Example

Published by Marcus Raitner

Genuine authority is not a question of rank, but of exemplary behavior, for leadership is based more on imitation than on subordination. We could save ourselves a lot of resistance, struggle and suffering in our daily life in organizations and families if we ourselves authentically represented the change we want to see in our environment. Only those who can lead themselves so sincerely can lead others through their example.

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The Trinity of Agile Leadership

Published by Marcus Raitner

No matter what you might think of Scrum, the Scrum Guide beautifully describes three aspects of leadership in the context of agile product development. At the center of value creation is the development team, which works autonomously and self-organizing. As the “CEO” of the product, the Product Owner leads the product and thus gives the autonomy a common vision and direction. And finally there is the Scrum Master, who serves the people and helps the product owner, the development team and the rest of the organization to work together effectively. A traditional manager is not described there, because his different tasks are distributed among these roles.

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