Werner Roth – Heim im Netz

Agile kicks managers out?

I think there is probably no greater nonsense out there than the narrative “Agile is eliminating management”. In the social networks, I often read advertisements for consultancies and seminars such as: First slowly introduce agile and self-organisation so that you don’t have to abolish management straight away. Managers beware, you won’t have your job much longer!

All agile organisations I know still have a management, even the biggest and oldest agile pioneers in the banking sector. Agile organisations or parts of organisations on the way to self-organisation distribute management tasks differently than usual. This new kind of management is often much more meaningful and valuable than the conventional.

Let’s take a look at some of my experiences and the differences between before and after.

Before: The supervisor draws up a training plan at the beginning of the business year with monthly reports. Of course, there is discussion, but it usually stays with industry-typical trainings that don’t exactly fit the job. The training status is reviewed quarterly.

After: Service champions from the team set the trainings in the learning groups, have short feedback loops, create ad hoc trainings, everything is visually managed. The team leaders’ job is to encourage people, to nudge learning groups at times. Strengthening strengths works almost by itself in agile teams, but reducing weaknesses usually needs coaching from the team leader.

Before: In the case of customer escalations, large groups of senior managers sit together, daily reports are prepared and 60-minute jour fixes are conducted. Only 10% of the reports are really relevant, the meetings tie up resources unnecessarily. Some decisions are made on the basis of second- or third-hand information.

After: Relevant stakeholders incl. customer representatives focus on the most important values, supported by someone who knows Lean/Agile methods. The situation is visualised, everyone can see the current status. The team leader moderates, takes care of tasks that go beyond the team. The team leader often also ensures that decisions once made are maintained, some solutions do not work on the first day.

Well, I think I could fill a whole book with examples like that. In my experience, the different assignment of responsibility and decision-making creates a much better acceptance of the desire for continuous improvement. Management systems like Objectives and Key Results (OKR) almost kick into gear by themselves in such environments, whereas in hierarchical environments they stop at any political traffic light as soon as it is as low as yellow.

Leaders are challenged in their most important role when introducing agile or hybrid-agile working methods: as a protective function for the team. Also as a corrective, so that the newly shared responsibilities are well anchored and lived. If the team moves towards self-organisation, the team leader remains the most important interface and an essential coach. Both for the holistic view of the development of the individual and for the next development step of the team. Not to mention the resolution of conflicts.

I don’t understand why they scare people with the threat “soon no one will need you any more”. Changes are already causing many people to break out in a cold sweat, because the working environment will change. If I think about how I worked 10 years ago and imagine I’m in 2013 and now I’m looking at 2023. So without any prior knowledge now to look at agile presales and sales.

I would find many things great, for example the high efficiency in the team. Some things I wouldn’t understand, for example why visual management is so useful if it sounds like bureaucracy. And some things I would have a lot of respect for, e.g. the example above of putting out a fire together with customers in a room.

By the way, the idea for this article came to me when a co-worker asked for a job reference and I thought: OK, then you write me one too. That’s what we did. Unthinkable in a 60s hierarchy. In a self-organised team, it was a matter of course and a great experience.

I would like to take away your fears if you are thinking in the direction of lean/agile, we agile coaches are there for you. I would be happy to tell you about my first steps.

Agile dreamers vs. industry fake actors

I am always surprised to read postings where agile or “new work” approaches are opposed to other methods or organisational forms. Preferably in overstating phrases like “What the agile dreamers can’t imagine…” or “What will take the new-work generation by surprise…”. The other way round, of course, in articles that prophesy an almost certain collapse of a company in the case of hierarchical leadership cultures or patriarchal leadership figures. The intention here is to create frontiers that are not actually there.

I can tell you from my own experience with my PreSales team what immense potential Lean and Agile have. What a wonderful self-managed working environment is created. What great efficiency potential agile has. Measured in hard business figures, it means more revenue and profit. For me, agile working is an absolutely important factor for modern companies.

However, Agile is not a universal answer to all problems. No agile coach or trainer I know claims that either. Agile has the most potential in complex environments. For example, in the development of future technologies or business ideas. Even with problems whose cause is unknown for a long time because all the variables seem chaotic, an agile approach is more powerful than all linear analysis methods.

Nevertheless, if you have all the data under control and find yourself in complicated or simple areas, it is not worthwhile to tinker with Agile obsessively. Methods are most useful where they come from, here is a typical time evolution:

agile development of a visionary product or service
lean to adapt and optimise the efficiency of this product or service
Six Sigma (or similar) to streamline the quality and cost of the mature product or service.

I hope we now agree that agile is not competing against other methods on the level of methods. Agile is a part of your portfolio if it is done well.

Now briefly about organisations. Companies that have almost completely embraced New Work are still scarce. If you are interested, Frederic Laloux tells you about some of them in his book “Reinventing Organizations”. In initial agile projects, trying things out and getting oriented is the crucial goal. It is not always about the way to a fully agile organisation. A good mix of existing culture with freedom for agile culture is the golden path.

How much agile freedom is needed can vary greatly. A company that is highly efficient in producing certain products may need less agile value creation producing new technologies in a highly competitive market.

Finally, let’s look at leadership style. A classic hierarchy in which superiors are always wiser than their subordinates. Who essentially define all the resolutions and are making all the decisions. Such social systems, according to Asby’s law, are disadvantaged. Whether such companies all end bad by this management style, is quite another question. As their competitor, I would use this disadvantage.

Yet as an example of a form of hierarchy that is not pervasive, let’s take patriarchal leaders who run their shop alone. Such people usually have a strong focus, i.e. promising ideas are sponsored with a lot of resources, projects with little outcome are quickly abandoned.

By the way, agile units are often found in these companies. A hierarchical system and agility are not contradictory. Whether you want to work there is a separate question entirely. For one thing is clear: whether your project is a promising idea and develops well is decided by the company boss alone.

In other words, there is no conflict here either. One thing that strikes me, however, is that employees who have understood agile and work in this spirit may also work in a traditional project. The reverse is not true. Agile work needs a lot of experience.

One article comes to mind which statistically proved it is a great advantage to have a classic elbow mentality if you want to get into (German) management. And the author believed that this evidence would sweep away the naïve dreams of New Work supporters.

Most people in the agile community are pretty skilled at assessing and dealing with such industry actors. Also, many can accept hybrid environments very well, because often the motivating force is to have a fulfilling workplace. As long as that’s there, it’s not a conflict.

I would love to see people on social media trying less to argue against each other. There is room for all concepts. Just pick and choose what suits you.

The organisation and not the individual

I usually recommend books face to face. But here I’d like to do it here in public. Perhaps the everlasting focus on the individuum is also bothering you at the moment. The following book offers a mirror and hence a centre of thought. Warning, this book is currently available in German language only. Maybe you auto-translate a eBook-Version.

The individual as the father of successful projects, as the rotten egg in the basket, as the upcoming hero or as the personified failure are nothing but stories. Why certain people have been able to achieve success has many roots. Current market events, a bit of luck, and certainly the people involved themselves, no doubt about it. What is discussed far too seldom for me is the organisation. Organisation can make the greatest things possible, or it can also be the guarantor that the simplest transformations always end in nothing.

“Die Humanisierung der Organisation” translated “The Humanisation of the Organisation” by Kai Matthiesen, Judith Muster and Peter Laudenbach looks at organisations as observers in the spirit of and with reference to Niklas Luhmann. In some sections, this creates a very harsh picture of organisations. But that is fine, because it creates a touchstone for one’s own preconceptions of organisations.

The book is born out of consultant practice and is full of wonderful quotes. “There is a belief amongst people that working well together as a team means that everyone in the team must always agree with each other and have identical opinions. This is a misconception. Working well together means rendering the different opinions and interests productive.” p. 161f (translated by me for the Original quote switch to German).

“Visiting this parallel universe, one understands that the possibility of insolvency is one of the greatest assets of the market economy. It enforces a certain rationality in the interest of survival.” p. 239 (translated).

After 240 pages of showing organisations the mirror down to the last bone, the book ends with a wonderful call to action: humanisation as the effect of good organisation that is enlightened about itself. S. 248.

Well written, I can only recommend this fresh look in a book form.

Book "Die Humanisierung der Organisation" — Book “Die Humanisierung der Organisation”

Just ask how you can improve

Following the principles of lean management, we have discussed with many customers over the last few weeks. By asking them what they personally feel about the work we do. Their opinion of how we work as a presales team, not about the company’s performance as a whole or the level of customer satisfaction at the present time. And who could answer this question better than any line manager? Our customers!

Fortunately, we’ve had quite a bit of practice at this now. Doing this for the first time takes some arm-twisting and it feels daft on both sides. Customer surveys on products or services are familiar to us. Consultants asking to be criticised feels rather strange.

After some initial irritation, customers realise that we as a team are concerned with improving. This understanding is enhanced by a method based on Lean. Time again, all the conversations were great. There was compliments, but also some insights that are hurting, which is precisely why we are doing this.

This year, I have to say, I’ve been amazed at how rapidly our business is changing. We started an agile presales approach “Agile Business Accelerator” in 2018 with the expectation that about 25% of the market would demand iterative approaches. However, during the customer interviews, we discovered that all the customers we interviewed required an iterative, business-generating approach.

Customers presented this in their style and the culture of the companies rather differently. Oftentimes, they don’t even use the word “agile”. I consider this to be very valuable, business values are needed, and we find a suitable methodology together.

Thank you for your commitment and openness!

About transparency

Some years ago, I attended an inaugural lecture by a division head in which she analysed current figures from her reports, identified discrepancies and resumed. She concluded that these discrepancies indicated deliberate cover-ups. A circumstance that she will change. Because only a transparent system is able to provide people with the opportunity to act in a purposeful way.

I endorse the last sentence with all the knowledge and experience I have. Cheating, estimated figures or sloppiness combined with an 80s “management by objective” apparatus are the best possible nursery ground for mismanagement. At the very best, they cause frustration in individual areas, when everything fits according to the specifications, but the overall result is poor.

My own example above, by the way, did not end well; a new system was created that was consistent above all. This could be observed closely in the defects that were subsequently closed. I cannot say whether the original intransparent system was created intentionally. But I am very sure that the new system which was created aimed at concealment.

Now, there are certain areas where transparency is not permitted. Reasons for designated restrictions on transparency are, in my experience, Almost always fabricated. “We can’t give you the current figures, as you know one of our parts of the company is listed on the stock exchange.” When systems strive for transparency, it usually has a very different ring to it: “We want to better understand how our services are viewed by customers, so we compare x-and-y. The listed part of the group can only be included in the analysis in such-and-such way. But we are continuing to work on possibilities here as well.”

It’s about what you want to measure and what you can measure. People who understand Lean or Agile know that it’s a journey. Establish metrics which really move you forward, and in the best case these are lead-measures. Not forgetting to use the existing possibilities of “what you can measure” creatively and to create better chances.

In my experience, real good transparency is always a journey, not something you can finally achieve or even set by decree.