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.
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.
There are all sorts of ideas. And those who have visions should consult a physician, as Helmut Schmidt once said. After all, the most important thing is that the business runs efficiently, and wild ideas only get in the way of that. If they nevertheless haunt your organization, here are three surefire ways to kill any innovation right from the start.
Scrum is a deceptively simple framework for agile product development. Besides the development team there are only the roles Product Owner and Scrum Master. The process is lean and requires only a few artifacts and events (as the meetings in Scrum are called). This simplicity leads in practice to all kinds of fake agile and cargo cult – lovely but rather ineffective drama. To prevent this from happening, there is the Scrum Master. Unfortunately, this important role suffers from many misinterpretations, as the following three anti-patterns illustrate.
Copying Spotify or simply implementing any other blueprint of an agile organization is a fundamental mistake. Not because the models themselves were poor, but because implementing a model of an agile organization that has been chosen or developed by a few managers, experts or consultants from top to bottom contradicts the essential principle of self-organization. Agile organizations are always emergent in the sense that they result from the cooperation of self-organizing teams towards a common vision and are constantly evolving. Therefore, it is crucial for a sustainable agile transformation to withstand the pressure to deliver short-term successes and to empathetically and confidently give people the space and time to learn and grow together. As tempting as blueprints and their large-scale implementation may look, it is precisely this that leads the agile transformation into a dead end.