Rehearsals of top-notch orchestras and ensembles can represent an unprecedented source of deep learning for management teams said Dominique Dejonghe and Luc Galoppin from Pensato. InfoQ interviewed Dominique and Luc about leadership development, the relationship between making music and managing organizations and on finding the oboe in your project or process.
Niels Pflaeging, founder of the BetaCodex Network, did the opening talk organize for complexity - how to get life back into work on the second day of the Dare Festival Antwerp 2014. He explained how decentralizing organizations is paramount to increase their performance and agility.
Fons Leroy, CEO of VDAB (a public employment service in Belgium), talked about how innovation and co-creation has helped strengthen citizens on the labor market. He explored what VDAB is doing to empower citizens to be in the driver seat of their own career. Organizations can use a similar approach to empower employees and increase organizational agility.
High performing environments that support agile and lean ways of working need a foundation based on trust, safety and respect. Temenos consists of exercises that can be used to create a safe setting where people can open up, get to know each other, create a shared vision and develop their interaction skills.
Can you use evidence-based practices to test, validate & improve the way of working in an organization. Jo Martens from Nascom talked about prototyping your organization at the Dare Festival Antwerp 2014. He presented how they use experiments with evidence to do organizational change.
Organizations are discovering new innovative ways to manage work and unleash the potential of the people who are working there. The Dare Festival Antwerp 2014 focuses on organization design and culture for networked organizations, providing ideas and actionable practices. Frederic Laloux explored 12 organizations who are using fundamentally new ways to manage work and their employees.
Organizations look for ways to increase their agility and becoming more adaptive and responsive. There a new wave of modern ways for managing organizations, supporting transparency and self-organization, taking off. LiquidO is an organizational governance model for arranging activities and decisions and giving credit, allowing everybody in an organization to take part in management activities.
When an organization decides to adopt agile the way it is structured often has to change. An agile way of working also brings new practices for teams and managers, and usually impacts the culture and mindset. All of these are related, but changing everything at the same time might be a too big challenge for an organization. Let’s explore what can happen when we start with the structure.
To become agile you might need to change the core values and beliefs of an organization. Applying value systems from spiral dynamics can help organizations to go from doing agile to being agile as Dajo Breddels showed in the path to agility at the XP Days Benelux 2014 conference.
At the Lean Kanban France 2014 conference Bjarte Bogsnes gave a keynote presentation about beyond budgeting. In his presentation he talked about the problems with traditional management and how transparency and self regulating management comes to the rescue, and the principles and practices of beyond budgeting.
The starting keynote at Velocity Conference Europe 2014 was all about how human error is too often the easiest way to explain away a failure and how a different approach is needed. Steven Shorrock, European Safety Culture Programme Leader at Eurocontrol, explained why a Systems Thinking approach applied to safety is a better answer.
Jas Chong talked about HR in Agile and Agile in HR at the Agile Tour Brussels 2014 conference. She presented a case study where she worked as change manager together with an agile coach to introduce agile and lean practices in the organization, and worked closely with HR to realize these changes from the HR and organisation front.
Sometimes organizations that are adopting agile complain that they didn't get the benefits that they expected to get out of it. One of the possible reasons could be that insufficient attention has been given to performing the technical practices that support the agile values and principles.
Organizations should create an environment where people feel empowered and trusted, with a culture where leaders can thrive says Pawel Brodzinski. An interview in which Pawel shares his view on leadership and culture, explains what it is that makes leaders thrive in organizations and what organizations can do to create an environment where leadership would emerge.
In the book series the art of managing remote teams authors share their experiences and provide advice on establishing and working with remote teams. The books are intended for people who are about to setup an offshore or nearshore team, or people who are already managing a remote team and want to improve.