Schlagwort-Archive: Transparency

The Alpha and Omega of Agility

When people and their collaboration become more important and results count increasingly and customers are tighter involved and the flexible reaction to changes determines the work, then we speak of agility. Everything is about the involved parties and, above all, the working group who takes self-determined care of tasks, which can neither be extrapolated from the past into the future nor pragmatically predicted in advance. A look at the Agilemma has shown that the new conditions are pulling the nerves of the managers – although they have the key to successful actions – the alpha and omega of agility.

It’s all about activating employees. For this reason, managers in an agile environment, actually not just there, need to consider the following points.

  • Micro management
    Once the boss is the best employee, it will be difficult. Micromanagers are busy taking care of the smallest details and reworking all the results of the employees. Managers who cannot let go are a serious obstacle as soon as employees are expected to act independently.
    The autonomy of the agile teams is unimpeachable.
  • Options
    In order to obtain viable solutions, the working groups need various options for action. On the one hand, the requirements determine the choices. On the other hand, the solutions need sufficient means for implementation. The provision of resources is one of the most fundamental tasks of a manager.
    The responsibility of the team is the best regulator against extravagance.
  • Transparency
    To be effective, actors need as much information as possible about stakeholders, the environment, the capabilities of participants and the beliefs that drive all. The decision-makers do not have to provide the figures, data and facts, but do have to provide sufficient opportunities to become adequately informed.
    Borderless data flow is an important prerequisite for agile work.
  • Impetus
    The inner drive of the team members is the fuel, which keeps the zest in the iterations of the project. Everything that hinders the momentum belongs to the alpha and omega of agility. The managers have the task to do everything they can to ensure that stronger performance is achieved and that everybody deals better with failures
    Capable bosses master the art of awakening intrinsic motivation.
  • Variety
    Complex tasks can only be implemented with even more complex means. For this reason, a wide range of characters, solutions and activities is indispensable. To ensure that diversity is not disturbed, all forms of nepotism must be avoided, since this generates envy and resentment, which ultimately results in poorer performance.
    Anything that increases diversity is indispensable.
  • Aim
    In the absence of clear objectives, the rough direction and the emotionally charged target horizon are the most efficacious description of the intention of the decision makers. If the undertakings of the bosses are based on the available resources and offers the team a loose network of people, and if additionally it becomes possible to draw ideas from coincidences and mistakes, and the efforts are limited to what one is prepared to lose, than the intention has good chances to deliver results.
    The coherent aim is the fuzzy vision.
  • Team
    Internal and external interdisciplinary partnerships are essential for an effective team. Given the different origins of those involved, it is essential to create an encouraging sense of belonging. Decision-makers must ensure that appropriate team-building activities are carried out.
    Here applies – Together Everyone Achieves More
  • Individuals
    The team hopefully consists of various characters that complement each other. Each team member should have a strong self-confidence and assertiveness in order to enrich the team in its capacity. The decision makers should resist the impulse to recruit teams from their old boy network, as this only causes discomfort in the team.
    The team is more than the sum of the members.
  • Orientation
    Independent of the agile approach applied, the decision-makers must in particular ensure that there are clear target visions by which the employees recognize the direction. In the absence of reliable foresight, it is not a matter of tough specifications, but of awakening yearnings.
    The team needs the fuzzy vision in order to have orientation.
  • Need
    The advantages arise on the way to the goal, which develops only in the course of the iterations. In contrast to classic projects, which create in advance an elaborate business case that promises great benefits in order to get the budget to start, in an agile environment small steps create small increments that can only be evaluated at the end.
    Take care of the pence and the pounds will take care of themselves.

Bottom line: For a long time, “classical” organizations with business processes and projects have given their business the finishing touches. After years, this has led today to insufficient capacities being available for the next round of transformation, the Digitization. Therefore they want to use agile work styles. For many managers, this creates the Agilemma. Besides the required mindset it is necessary to master the alpha and omega of agility – the MOTIVATION of the employees in the agile teams.

P.S .: It takes a lot of time and energy to gain the trust of the parties concerned, but only a blink of an eye to destroy everything with a disrespectful, degrading and unfair leadership style.

Rules rule rules that rule rules

In times of increasing bureaucratization it becomes more difficult to oversee the innumerable rules that must be followed. Since the employees act autonomously and each detail cannot be regulated from the top, they need a clear set of rules. In order to provide the best possible directions, the enterprises use for example COSO and COBIT as a guideline, i.e. standards for implementing the Governance. The trend to a constantly growing number at standards is foreseeable. Let’s remember the different standards in Project Management. Do we have to adjust ourselves to the fact that in the future rules rule rules that rule rules?

Schlangebeisstschwanz

A common denominator in the rules is the fact that they follow certain rules. The following aspects define the quality of the Governance.

  • Transparency
    In this case the decisions, the decision path and the principles of leadership should be made accessible to the employees. They should always be able to understand, for what reasons the top management deploys certain rules. At the same time they should understand the point of control for their own influence.
  • Economy
    In order to create a reasonable handling of scarce means, the procedures should be designed accordingly. These definitions prevent an uncontrolled growth of rules and procedures. Beyond that, they reduce the expenditure for the introduction of guidelines and enable over time an improved use.
  • Participation
    The employees are motivated by personal sharing and participation in the designing of the enterprise. They receive with the regulations the right and the obligation to participate in the decision making and the implementations. For this reason clear points of control for the participation of the employees are inserted in the procedures.
  • Competencies
    Through clear assignments of authority and responsibility defined tasks prevent Muda and friction losses. All areas are considered as well as the overlap of authorities and mutual obstructions are prevented. The employees know through the transferred rights and obligations, what they have to do – and what not.
  • Rule of law
    Through the bindingness to the rules for all, without exception, the individual is reinforced. In order to get a functioning interaction, it must be guaranteed that that all are equally treated. For this purpose it needs in case of conflicts a clear procedure as well as an independent board of arbitration that can be called by everybody.
  • Justice
    Through an adequate and demandable reconciliation of interests, the justice offers a general framework that goes beyond the detailed rules. The values of the enterprise need a common, fundamental understanding about what is right and what not. A respective understanding avoids a variety of detailed regulations.

In order to guarantee that the Governance is adapted to the respective conditions, a clear control model is required for the enterprises. Thus, COSO offers a framework for the financial reporting and Cobit for the IT. The Governance can be introduced correctly at the right place with these frameworks.

Bottom line: The build-up of a control system, the Governance, is an effective means, for steering enterprises or departments. Standards facilitate reliably the implementation. It is however important to resist the regulation craze. More is not necessarily better. Rules rule rules that rule the rules is the end of effective rule sets.