Back to #Stoos. I had been vacationing in India and headed to Zurich, breaking journey on my way back home to Washington, DC. Met up with old friend Michael Spayd, and we traveled together to Stoos via the railway.
- The agile community has evolved a model for collaborative, networked organizations independently of counterparts on the business side.
- Business leaders at firms like Blue Cross Blue Shield FEP have simultaneously instituted similar models completely independently.
- Pioneering companies like W.L Gore have created collaborative, networked organizations several decades (!) ago and agile management is nothing new to these companies.
- The Stoos Gathering created occasion for enthusiasts from many of these different disciplines to come together and learn from each other for the very first time. We also discovered that though we might be referring to concepts and techniques by different names, there was very close alignment between all of these disciplines.
- The general management community has been moving in the direction of reforming management. From the article, “The New Path to the C-Suite,” is a great quote for senior executives,
“The C-level person today needs to be more team-oriented, capable of multitasking continuously and leading without rank, and able to resist stress and make sure that his subordinates do not burn out. And he needs to do all of this with a big smile in an open plan office. In other words, we’re looking at a whole new breed of top executive.”
- At some organizations, executive reinvention of management and the rollout of agile methods have gone hand-in-hand with great results. For example, I was quite thrilled to see that one of our own clients that has been implementing agile, Nationwide Insurance, was referenced in the work of Julian Birkinshaw from London Business School. Julian’s new book, Reinventing Management, has an interview with Nationwide’s erstwhile CIO Srini Koushik that captures some of Srini’s groundbreaking work. Also, Nationwide’s agile adoption has been gaining plaudits as well. The Application Development Center at Nationwide has scaled agile to nearly 30 teams, using a Lean standard work framework.
The time at Stoos was short, and served to introduce and begin to co-mingle the work of many different disciplines. Before we left, we worked on a communique.
Over the next few months, I’ll be blogging on some essential agile management concepts including customer value orientation, networked or flat organizational structures, collaborative decision making, long term perspective and transparent/visual management.