Less control - more leadership

The division of roles (e.g. responsibility as Chief Product Owner for a product line or as Area Product Owner for just one product) gives the individual managers a much clearer focus.

This reduces fragmentation and also the amount of friction. The separation of powers in agile management (product responsibility, process responsibility and responsibility for results) results in balanced decisions that benefit the company. The pressure to make personally optimized decisions that serve the career in crab baskets is noticeably reduced.

Shifting control as far down as possible leads to earlier and faster reactions directly at the "source" - where the reactions are needed. This increases the responsiveness of organizations. As a result, 67% of projects are successful instead of only 42% with a classic approach (Status Quo Agile, Koblenz University of Applied Sciences).

The increased transparency leads to better control options for everyone involved and at all hierarchical levels. This avoids a sham management approach - often based on key reporting figures.

"With agile leadership, motivation increases at every level."

The defined events and the concrete plan-do-check-act cycle at all levels create a clear and proven framework in which management and work take place. Agile management increases motivation at both employee and management level. More purpose through clearer goals, more autonomy by shifting control downwards, and more ability through regular learning and improvement increase motivation.

All in all, more effective management means greater and more sustainable success for the organization that lives agile leadership.

This text is taken from the wibas customer magazine.