The Leaders Guide to Radical Management by Stephen Denning Amazon Reviews: Startling clarity, common sense, and immediate relevance Management Innovation is Radical! How and why radical management can clarify and magnify human capacity A Manifesto For 21st Century Management Rapid Feedback Management

Premise: The System is Broken Marketplace has changed: customers have more information and demand better products and relationships Workplace has changed: move from semi- skilled to knowledge work The system needs to change: old structures constrain people, limit productivity, and do not address customer needs

Solution: Radical Management Recognize and embrace the change that is occurring Replace the daily grind with discovery and surprise Engage, motivate, and challenge the workforce Align personal, professional, customer, and corporate goals

Relationship to Scrum 1993 Easel Corporation, Boston: Jeff Sutherland deliberated seeded a high-performance team by using improved communication, self- organization, sprints, and demos Early 1990s Advanced Development Methods: Ken Schwaber used similar approach 1995 SCRUM Development Process paper jointly presented; 2001 Agile Manifesto Many Radical Management principles share a common philosophy with Scrum

1: Focus Work on Delighting the Client Producing standardized goods is no longer enough Companies exist to create customers and cannot exist without them Delighting clients is a motivating goal for employees Clients become evangelists Look at net promoter score: 0-10 satisfaction scale

2: Do Work Through Self-Organizing Teams Cognitively diverse teams outperform groups of like-minded experts Self-organization requires that the team – is given responsibility – is working together – is focused on solving the problem – is accountable

3: Do Work in Client-Driven Iterations Business exists to satisfy customers and customers are the ones that know what they want Allows rapid reprioritization and changes based on new information and needs Allows value to be delivered sooner or cheaper Defer decisions on what is in an iteration User simpler, visible user stories as the placeholder for conversations about meaning Test and validate early and often

4: Deliver Value to Clients Each Iteration Finish the most important work first Be prepared before starting the iteration The team is responsible for estimates The team decides how much work can be done Actively attack impediments Measure progress in terms of customer value Demos and retrospectives

5: Be Totally Open About Impediments to Improvement Increase transparency through: – daily standups – identification and removal of impediments – highly visible information radiators Transparency is between team and management in both directions Create safety nets and supports systems Commit to fixing or avoiding impediments

6: Create a Context for Continuous Self-Improvement by the Team Itself Toyota: challenge, search for improvement, go and see, respect, teamwork Practices: – get to root causes of problems – share but dont enforce improved practices – foster communities of practice – give the team the opportunity to excel – remain open to new and outside ideas – management must support these activities

7: Communicate Through Interactive Conversations conversation is a dialogue between human beings iteractivity requires good and active listening storytelling provides unifying themes, goals, and purpose user stories are a catalyst for conversation stories provide framework for understanding who the team is, how they relate to other teams, and what they want to become