[et_pb_section fb_built=”1″ fullwidth=”on” admin_label=”Hero” _builder_version=”3.22.7″ parallax=”on” custom_padding=”0|0px|0px|0px|false|false”][et_pb_fullwidth_header title=”Agile methods make managers redundant!?” subhead=”What impact do agile working methods have on corporate structures?” _builder_version=”3.22.7″ title_font=”Roboto|700|||||||” title_font_size=”62px” title_line_height=”1.5em” content_font=”Nunito|600|||||||” content_font_size=”20px” subhead_font=”Raleway||||||||” subhead_font_size=”19px” subhead_line_height=”1.8em” background_color=”rgba(0,0,0,0)” use_background_color_gradient=”on” background_color_gradient_start=”rgba(237,163,85,0.27)” background_color_gradient_end=”#ed7d04″ background_color_gradient_direction=”220deg” background_color_gradient_overlays_image=”on” background_image=”https://www.sto-consulting.de/wp-content/uploads/2019/09/nicole-honeywill-c1YrcFYW66s-unsplash.jpg” custom_button_one=”on” button_one_text_size=”16px” button_one_text_color=”#3550a0″ button_one_bg_color=”#ffffff” button_one_border_width=”10px” button_one_border_color=”rgba(210,159,104,0)” button_one_border_radius=”100px” button_one_font=”Lato|900|||||||” button_one_use_icon=”off” custom_button_two=”on” button_two_text_size=”16px” button_two_text_color=”#ffffff” button_two_bg_color=”rgba(255,255,255,0.15)” button_two_border_width=”10px” button_two_border_color=”rgba(210,159,104,0)” button_two_border_radius=”100px” button_two_font=”Lato|900|||||||” button_two_use_icon=”off” custom_margin=”|||” custom_padding=”10vw||10vw||false” custom_padding_tablet=”20vw||20vw||true” custom_padding_phone=”” custom_padding_last_edited=”on|desktop” title_font_size_tablet=”50px” title_font_size_phone=”32px” title_font_size_last_edited=”on|tablet” z_index_tablet=”500″ button_one_text_color_hover=”#3550a0″ button_two_text_color_hover=”#ffffff” button_one_bg_color_hover=”rgba(255,255,255,0.8)” button_two_bg_color_hover=”rgba(255,255,255,0.3)” button_one_text_size__hover_enabled=”off” button_two_text_size__hover_enabled=”off” button_one_text_color__hover_enabled=”on” button_one_text_color__hover=”#3550a0″ button_two_text_color__hover_enabled=”on” button_two_text_color__hover=”#ffffff” button_one_border_width__hover_enabled=”off” button_two_border_width__hover_enabled=”off” button_one_border_color__hover_enabled=”off” button_two_border_color__hover_enabled=”off” button_one_border_radius__hover_enabled=”off” button_two_border_radius__hover_enabled=”off” button_one_letter_spacing__hover_enabled=”off” button_two_letter_spacing__hover_enabled=”off” button_one_bg_color__hover_enabled=”on” button_one_bg_color__hover=”rgba(255,255,255,0.8)” button_two_bg_color__hover_enabled=”on” button_two_bg_color__hover=”rgba(255,255,255,0.3)”][/et_pb_fullwidth_header][/et_pb_section][et_pb_section fb_built=”1″ disabled_on=”off|off|off” admin_label=”About” _builder_version=”3.22.3″ custom_padding=”37px|0px|54px|0px|false|false”][et_pb_row column_structure=”1_2,1_2″ _builder_version=”3.25″ max_width=”1207px” custom_padding=”0|0px|27px|0px|false|false”][et_pb_column type=”1_2″ _builder_version=”3.25″ custom_padding=”|||” custom_padding__hover=”|||”][et_pb_text disabled_on=”on|on|off” _builder_version=”4.4.1″ text_font=”Raleway||||||||” text_font_size=”16px” text_line_height=”1.8em” header_2_font=”Playfair Display|700|||||||” header_2_font_size=”40px” header_2_line_height=”1.5em” max_width=”700px” max_width_last_edited=”off|desktop” custom_margin=”|||” custom_padding=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”24px” header_2_font_size_last_edited=”on|phone” z_index_tablet=”500″ locked=”off”]
… at least managers in the traditional sense.
The buzzword „agile“ is currently in vogue, sometimes inspiring euphoria as a “cure for all ills” and sometimes horror. The horror comes from the fact that agility is often not (properly) implemented – but continuing business as before under the guise of “agile” degrades a sensible approach to an excuse. The uncomfortable truth for many managers is that agile transformation eliminates leadership in its common practice.
Why should you continue to rely on agile methodologies?
Agile methodologies create something that organizations with a classic hierarchical structure cannot: Proximity to the customer. By eliminating “middlemen”, i.e. managers, sales, etc., the team moves closer to the customer – which means they can better solve the customer´s real pain points.
Imagine a company like Uber: There is no taxi center, customers get a taxi faster, and employees work largely independently. Such operating methods are made possible by digitalization. Agile methodologies start analog by asking the customer about their pain points. Then digitalized and automated results are developed.
[/et_pb_text][et_pb_image src=”https://www.sto-consulting.de/wp-content/uploads/2019/09/MG_8118-2.jpg” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|off” _builder_version=”3.23″ custom_margin=”118px||109px|||” custom_margin_tablet=”” custom_margin_phone=”0px||0px||true” custom_margin_last_edited=”on|desktop”][/et_pb_image][et_pb_text disabled_on=”on|on|off” _builder_version=”3.27.4″ text_font=”Raleway||||||||” text_font_size=”16px” text_line_height=”1.8em” header_2_font=”Playfair Display|700|||||||” header_2_font_size=”40px” header_2_line_height=”1.5em” max_width=”700px” max_width_last_edited=”off|desktop” custom_margin=”||-2px|||” custom_padding=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”24px” header_2_font_size_last_edited=”on|phone” z_index_tablet=”500″ locked=”off”]
Agile Manifesto
The agile manifesto is the foundation of all agile methodologies. Originally from software development, it was published in 2001 by several authors, including Ken Schwaber & Jeff Sutherland.
It states, that
- Individuals & Interactions are more important than processes and tools
- Functioning products are more important than extensive documentation
- Collaboration with the customer is more valued than contract negotiations
- Reaction to changes is more important than following a plan
[/et_pb_text][et_pb_image src=”https://www.sto-consulting.de/wp-content/uploads/2019/09/Capture.jpg” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|off” _builder_version=”3.23″ custom_margin=”165px||187px|||” custom_margin_tablet=”” custom_margin_phone=”0px||0px||true” custom_margin_last_edited=”on|desktop”][/et_pb_image][et_pb_text disabled_on=”on|on|off” _builder_version=”3.27.4″ text_font=”Raleway||||||||” text_font_size=”16px” text_line_height=”1.8em” header_2_font=”Playfair Display|700|||||||” header_2_font_size=”40px” header_2_line_height=”1.5em” max_width=”700px” max_width_last_edited=”off|desktop” custom_margin=”|||” custom_padding=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”24px” header_2_font_size_last_edited=”on|phone” z_index_tablet=”500″ locked=”off”]
Why is that so hard?
Turning a company´s hierarchical structure upside down to such an extent is a task that often overwhelms managers. The feeling of “cutting your own throat” arises. While agile corporate structures often work well in start-ups, because hierarchies are not yet established, companies fail to really rise to the challenge and transform into an „agile organization“. Why? Because managers hold on to their power. Being a coach means empowering employees to make decisions instead of holding on to decision-making power themselves. Self-organized teams mean that many managers are no longer needed in their previous roles.
Agile transformation does not mean setting up a Kanban board in two pilot projects. Agile teams in non-agile organizations are isolated and such experiments are therefore doomed to fail. Management no longer works in the system with employees and products, but works on the system, as a framework provider and servant for employees and customers.
This means giving up power and status – to acchieve real customer satisfaction, as well as a meaningful and innovative work environment !
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Agile methodologies include, among other things
- Design Thinking (Visit Blog post on Design Thinking)
- Lean Startup
- Scrum
- Kanban
Agile methodologies are seen as a solution for companies to deal with the modern, so-called VUCA world. What is that? VUCA is an acronym for: Volatility, Uncertainty, Complexity, Ambiguity.
These four characteristics describe the modern world of work and at the same time characterize challenges that many companies face.
Agile methodologies make sense when the company´s reality is characterized by these very aspects. They provide a framework for dealing with unclear requirements (ambiguity), complexity and rapidly changing scope.
[/et_pb_text][et_pb_image src=”https://www.sto-consulting.de/wp-content/uploads/2019/09/Notizbuch-klein.jpg” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|off” _builder_version=”3.23″ width=”89.6%” min_height=”225px”][/et_pb_image][et_pb_text disabled_on=”on|on|off” _builder_version=”3.27.4″ text_font=”Raleway||||||||” text_font_size=”16px” text_line_height=”1.8em” header_2_font=”Playfair Display|700|||||||” header_2_font_size=”40px” header_2_line_height=”1.5em” max_width=”700px” max_width_last_edited=”off|desktop” custom_margin=”52px|||||” custom_padding=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”24px” header_2_font_size_last_edited=”on|phone” z_index_tablet=”500″ locked=”off”]
What does this mean for leadership in organizations?
Traditional corporate structures are well suited to a stable environment where scopes can be clearly defined and tasks are complicated but analyzable. Leadership in this environment means setting goals, organizing, making decisions and monitoring goal achievement. In classical management, this is referred to as first-order cybernetics.
However, when the environment is unstable, the scope of projects is unclear and the environment is complex and „living“ – agile structures are preferred. The leadership task changes here as well. If a specific goal cannot yet be defined or if it changes within a short period of time, goal achievement discussions fail as a management tool. Increasingly the manager´s role is to lead with a vision or story that goes beyond mere goal achievement. In this environment, managers need the ability to create meaning, connect people (rather than relying on the orga chart) and coach.
Here, the classic manager must become a servant Leader.
[/et_pb_text][et_pb_image src=”https://www.sto-consulting.de/wp-content/uploads/2019/07/MG_8007.jpg” align_tablet=”center” align_phone=”” align_last_edited=”on|desktop” disabled_on=”on|on|off” _builder_version=”3.23″ custom_margin=”153px|||||”][/et_pb_image][et_pb_text disabled_on=”off|off|on” _builder_version=”3.27.4″ text_font=”Raleway||||||||” text_font_size=”16px” text_line_height=”1.8em” header_2_font=”Playfair Display|700|||||||” header_2_font_size=”40px” header_2_line_height=”1.5em” max_width=”700px” max_width_last_edited=”off|desktop” custom_margin=”52px|||||” custom_padding=”||0px|||” header_2_font_size_tablet=”30px” header_2_font_size_phone=”24px” header_2_font_size_last_edited=”on|phone” z_index_tablet=”500″ locked=”off”]
Agile methodologies make managers redundant !
… at least managers in the traditional sense.
The buzzword „agile“ is currently in vogue, sometimes inspiring euphoria as a “cure for all ills” and sometimes horror. The horror comes from the fact that agility is often not (properly) implemented – but continuing business as before under the guise of “agile” degrades a sensible approach to an excuse. The uncomfortable truth for many managers is that agile transformation eliminates leadership in its common practice.
Why should you continue to rely on agile methodologies?
Agile methodologies create something that organizations with a classic hierarchical structure cannot: Proximity to the customer. By eliminating “middlemen”, i.e. managers, sales, etc., the team moves closer to the customer – which means they can better solve the customer´s real pain points.
Imagine a company like Uber: There is no taxi center, customers get a taxi faster, and employees work largely independently. Such operating methods are made possible by digitalization. Agile methodologies start analog by asking the customer about their pain points. Then digitalized and automated results are developed.
Agile methodologies include, among other things
- Design Thinking (Visit Blog post on Design Thinking)
- Lean Startup
- Scrum
- Kanban
Agile methodologies are seen as a solution for companies to deal with the modern, so-called VUCA world. What is that? VUCA is an acronym for: Volatility, Uncertainty, Complexity, Ambiguity.
These four characteristics describe the modern world of work and at the same time characterize challenges that many companies face.
Agile methodologies make sense when the company´s reality is characterized by these very aspects. They provide a framework for dealing with unclear requirements (ambiguity), complexity and rapidly changing scope.
Agile Manifesto
The agile manifesto is the foundation of all agile methodologies. Originally from software development, it was published in 2001 by several authors, including Ken Schwaber & Jeff Sutherland.
It states, that
- Individuals & Interactions are more important than processes and tools
- Functioning products are more important than extensive documentation
- Collaboration with the customer is more valued than contract negotiations
- Reaction to changes is more important than following a plan.
What does this mean for leadership in organizations?
Traditional corporate structures are well suited to a stable environment where scopes can be clearly defined and tasks are complicated but analyzable. Leadership in this environment means setting goals, organizing, making decisions and monitoring goal achievement. In classical management, this is referred to as first-order cybernetics.
However, when the environment is unstable, the scope of projects is unclear and the environment is complex and „living“ – agile structures are preferred. The leadership task changes here as well. If a specific goal cannot yet be defined or if it changes within a short period of time, goal achievement discussions fail as a management tool. Increasingly the manager´s role is to lead with a vision or story that goes beyond mere goal achievement. In this environment, managers need the ability to create meaning, connect people (rather than relying on the orga chart) and coach.
Here, the classic manager must become a servant Leader.
Why is that so hard?
Turning a company´s hierarchical structure upside down to such an extent is a task that often overwhelms managers. The feeling of “cutting your own throat” arises. While agile corporate structures often work well in start-ups, because hierarchies are not yet established, companies fail to really rise to the challenge and transform into an „agile organization“. Why? Because managers hold on to their power. Being a coach means empowering employees to make decisions instead of holding on to decision-making power themselves. Self-organized teams mean that many managers are no longer needed in their previous roles.
Agile transformation does not mean setting up a Kanban board in two pilot projects. Agile teams in non-agile organizations are isolated and such experiments are therefore doomed to fail. Management no longer works in the system with employees and products, but works on the system, as a framework provider and servant for employees and customers.
This means giving up power and status – to acchieve real customer satisfaction, as well as a meaningful and innovative work environment !
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