Date post: | 02-Nov-2014 |
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Results of the 2011 Study
www.p-a-m.org
Successful Leadership in Agile Organizations
What we wanted to find out: What is required to successfully
lead in an agile environment?
What are the key factors from the point of view of teams and their managers using agile methods?
Our approach: 58 face-to-face interviews with IT and business-
experts from 5 different companies 7 clusters of qualitative and quantitative questions Aggregation of the questions both per company
and across companies Interdisciplinary research team with backgrounds
of agile and traditional project management, organizational development and line management
Middle Management as Change Agents
Success factors of agile leadership
Quality of communica2on
Trust Professional self-management
Leadership as Teamsport Context Management & Coaching
Organizational Change Management
Quality of communication
Communication has improved in all 5 companies
This is perceived very similarly by all hierarchical levels
IT sees improvement in a better light than business
Impact of agile transition on communication (1: very positiv 3: neutral: 5: very negativ)
„Internal communication has become more honest, more specific, things are said more straightforward” – team member
Trust
Trust in ... the competence of the team their ability to self-organize ... requires leaders to... adopt to change learn sincerely delegate responsibility cope with uncertainty and democracy
Also see www.p-a-m.org: „A recipe for trust building“
„To work agile is like climbing stairs without handrails“ – Senior Management Business
Middle Management as Change Agents
Not middle management, but command & control leadership becomes obsolete
New core challenges: Recruiting, Role Clarification, Change Management,…
How do you rate the potential that the entire company can benefit from the agile transition? (1: very positiv, 3: neutral, 5: very negativ)
„Why do we have line managers – so that someone signs our vacation forms?“ – team member
Leadership as team sport Team decisions instead of individual
decisions All key players are involved in major
decisions: Business, Product Owner, Scrum Master, Team and IT-Line-management
Affected stakeholder become involved stakeholder
Complex problems are viewed and solved from different perspectives
Authors of the study
Siegfried Kaltenecker ([email protected])
Thomas Spielhofer ([email protected]) Sabine Eybl Johanna Schober Stefan Jäger