How do I lead agile organizations? Why do these areas have a different DNA to the old part of the company? What do I have to do as a manager to lead both worlds? How can I make these two worlds work together?
In his gallery lecture at the solutions.hamburg Malte Foegen shows that Digitization agility and that it is not enough for the teams to work agilely. The management has to do it too. It's not about reconciling both worlds. During implementation, Malte repeatedly observes (at least) 4 traps that management falls into.
Trap: Copying patterns, misjudging the principles behind them
You can only achieve agile DNA if you see agile methods as the starting point, not the end. To do this, you have to live the agile DNA.
Trap: Self-organization is understood as no organization, and nobody knows where to go anymore
Organizing yourself (it's not just called "self") requires techniques and resources. These need to be shown and learned.
Trap: In difficult situations, we fall into the classic patterns
You need managers who can prevent relapses. To do this, you need to understand a lot of the agile DNA. And live it themselves.
Trap: Siamese twins, labs and other hybrid zombies
The principles of Taylorism and agility are too different. One team is allowed to pull, the other is pushed? The lab is allowed to do everything, but is tied to the parent body for delivery? Such hybrid approaches are zombies.
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