Tuesday, April 5, 8 PM CET/2 PM EST. Duration 90 min.
Presenters: Kurt Nielsen and Paul Norton
There’s a saying that “if you are in a hole, stop digging”. To some degree, the world in general and organizations, in particular, are in an unprecedented hole caused by war, pandemic, and technological and societal changes that are occurring at a dizzying pace.
There are limits to what can be done to influence governments, but we can take sensible precautions to protect ourselves and we can take stock of our situation and look for incremental changes that can help.
The Agile Lean Leadership Framework is such an incremental change, building on the principles of Agile, Lean and Scrum while addressing some of the specific areas that they do not deal with adequately or which do not reflect the world as it is now.
In this workshop, we will present the ALL framework and look at its five differentiating constraints. We will question the value and role of each and explore how they may be used to create more resilient and engaged organizations.
- What are the challenges for traditional management in the complex, knowledge-based work of today?
- Authority based on power and rank leads to disengagement
- Big upfront planning fails, and organizations react too slowly as the world around them changes
- The background of Agile Lean Leadership, where did it come from?
- Dealing with complexity
- Agile, Lean, and Scrum paved the way
- A Historical backdrop, the proto-democracy of Northern Germanic tribes, the Cossacks, and others
- Overview of Agile Lean Leadership Framework
- Circles, manifests, and relations
- The extra core Constraints proposed by Agile Lean Leadership
- Circles are working units with a primary focus on delivering value
- Delegation among Primary Circles (the Value Stream)
- Resolution Circles for common Decisions and Escalations
- Secondary Circles for cross-cutting Concerns
- Transient Circles for handling sudden Drops into Chaos
- The lesser Agile Lean Leadership Recommendations
- Hiring and Firing
- Compensation
- Handling of conflicts
- Daily Routines in Organizations
- Circles with less complex Work
- A deep-dive Question and Answers section
The Constraints are discussed in detail interactively.
It is important to note that other than in a few exceptional circumstances, change happens slowly. And while we think the ALL framework is a good solution to many problems, it may not always be practical to tackle them all at once, particularly in large, well-established organizations.
However, there is always something that can be done and even a small change today can create momentum that leads to greater change in the future.
You can sign up here:
