Stephen Denning: Radical Management
"Radical" means thorough and consistent (and not revolutionary). We agree with Stephan in terms of content, but we think there is too much text and not enough innovation. We also miss a clear distinction from "classic" management and a clear content structure. Conclusion: The book is correct, but the benefit versus reading effort is not particularly high. We'll leave it in the bookcase anyway.
Pamela Meyer: Agility Shift
Somehow there is nothing wrong with the book, but we find it far too descriptive, abstract and theoretical. The book is not enough for us to start something new. We suspect that the author lacks concrete agile work experience. Conclusion: send it back.
Amanda Setli: The Agility Advantage
The book remains abstract and theoretical and has no connection to concrete methods. We see no added value here. Conclusion: send it back.
Michael Hugos: Business Agility
We see the tip of the iceberg of agility here, but the book gives us no idea how this is supposed to work. You can see that the agile organization runs better, but we don't get any recommendations for action. We don't think it's worth it. Conclusion: send it back.
Bernd Oestereich, Claudia Schröder: The collegially managed company
The book has a lot of text and is printed in small print. However, the content is easy to read, well illustrated, compact and concrete. The content was obviously written by someone who has dealt intensively with agility and self-organization. Conclusion: keep it. We'll even put it in our display.
Svenja Hofert: Agile leadership
The book reads like content that has been googled together. It is a confused collection of methods, techniques and frameworks. We miss new conclusions. We are almost annoyed. Hard conclusion: unusable, send it back.
Study by the "Forum Gute Führung": Leadership culture in transition
The study summarizes the necessity and urgency of change well in just a few pages. The documented appeal for New Work. Conclusion: we put it in our display.
Jim Benson: Personal Kanban
It doesn't really matter which book you use for Personal Kanban: whoever Agility wants to set an example, there is no way around Personal Kanban. That's why every agile manager needs it. Those who don't should not even talk about agility. Conclusion: Keep it.
Boris Gloger, Dieter Rösner: Self-organization needs leadership
We find much that is familiar and little that is new. The book seems haphazardly put together, like a formulated mind map. Nothing is really wrong, but it is too tedious to find the few useful sentences. Conclusion: send it back
Jürgen Appelo: Management 3.0 + Workout
We like the Workout book much better than Management 3.0: it is nicer, more compact and easy to use. The Management 3.0 book is too much text. It's a collection of blog texts - and that's how it reads. Conclusion: We put the Workout book in our display, the Management 3.0 back in the library.
Eric Ries: The Lean Startup
We are sometimes harsh in our views. We believe that as naturally as an agile manager should use Kanban for their own personnel, they should orient their business model to Lean Startup. Otherwise they have not understood agility. We think the book is important but too long for the content. Conclusion: due to its fundamental importance, we will put it in our display, despite the lead desert.
#and #you?
What did you keep and send back? We would be delighted if you added books to the blog post.
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