On 10/03/2013 Simon Roberts talked about how many organizations are based on a hierarchical bureaucracy with managers who practice command and control. This approach is incompatible with much twenty-first century work, which is knowledge based and best carried out in self-organized teams.
Building on Steve Denning’s “Radical Management”, a guidance is provided on what managers should do to best support the work of agile teams. Simon draws on experiences from Deutsche Telekom’s large scale agile transition, which has involved a dramatic change in management culture.
In this article (from Agile Record issue no. 10), Birgit Panzram and Simon Roberts explain that agile is not just about changing the development approach. For sustainable success, management needs to change as well and Radical Management provides a framework to implement this change.
Scrum is at the vanguard of a major shift in the management paradigm. The new paradigm is called Radical Management, based on Steve Denning’s book of the same name. What is this shift and how does Scrum fit in?
As a manager, you understand the second principle of Radical Management: your role is changing from being a controller of people to an enabler of teams. In my coaching work, I’ve has met many managers who, even though they understand this principle, they get really uncomfortable with relinquishing control.