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InfoQ Homepage Management Content on InfoQ

  • Making Workplaces More Humanistic

    Organizations are increasingly focusing on the humanization of workplaces and supporting professionals to perform better. Ways to make workplaces more humanistic are going off-script, experimenting with working hours, being vulnerable as leaders, and appreciating diversity.

  • GitLab 2020 Remote Work Report Highlights Key Motivators for Remote Work

    GitLab has just released its 2020 Remote Work Report, which provides a thorough perspective on remote work from the viewpoint of both remote workers and employers. Based on over 3,000 respondents across various industries and roles, the report also aims to give a glimpse of what remote work might look like in the future. InfoQ has taken the chance to speak with GitLab head of remote Darren Murph.

  • Collaborative Decision-Making in Self-Organizing Teams

    Giving people the opportunity to express their full potential in self-organizing teams is the best way to make an organization thrive today, argued Lorenzo Massacci. At Agile Business Day 2019, he presented how teams that organize themselves can continuously make decisions effectively and efficiently.

  • Systemic Coaching as a Leadership Approach

    Leadership and culture drive every transformation. An organization will not accept structural or process changes without being open and ready for such changes, said Matthias Gebhardt at Agile Leadership Day 2019; the way to go with a transformation is to transform your leaders first.

  • Training Your Managers to Support the Mental Health of Your Team

    We still do not offer clear advice for our organizations and managers on the best ways to raise awareness of and manage mental health in the workplace, according to a recent review of the literature on mental health awareness training.

  • The Role of Executives and Managers in Value Stream Management: Insight from Al Shalloway

    As organizations are transitioning to agile, executives' role is to design and communicate the vision of an effective organization that best aligns with its culture and performance goals. In the most effective organizations, managers have the responsibility of reducing the cost of delay, by removing any organizational blocker impeding the flow of value.

  • Gartner on the Next Generation of Managers

    Melanie Lougee, Research VP at Gartner, discusses how managers, impacted by digital transformations and by agile new ways of thinking and collaborating, must adopt new leading and coaching models.

  • Reflections on Technical Leading: Q&A with Julia Hayward at Agile in the City Bristol

    Employers need to adopt fluid structures for people to find balance in their role, technical and managerial paths should lie side by side, you can’t have genuine effective growth without psychological safety, and a good mentor to talk about problems and scenarios is invaluable; these are some of the reflections on technical leading brought up by Julia Hayward, technical lead at Redgate Software.

  • Managing in Organisations without Managers: Self-Management in Action

    At the Agile People conference, Doug Kirpatrick gave a keynote talk and a deep dive workshop about what it takes to adopt Self-Management in an organization. Self-Management is the organizational philosophy represented by individuals freely and autonomously performing the traditional functions of management without mechanistic hierarchy or arbitrary, unilateral command authority over others.

  • Management Support in Agile Adoption

    It is essential that everyone involved in operating the business be aware of how IT can change daily operations. Senior management can look across silos and teams to impact the throughput of the entire system. IT managers and executives rely on business managers being active participants for teams to work effectively and efficiently. Management commitment remains key for agile across the company.

  • Using Agile Principles with Scrum Studio to Increase Organizational Responsiveness

    Using a change approach based on agile principles with Scrum Studio helped a Dutch pension and investment management company to become more responsive at structurally lower costs. The change team practiced what they preached by applying transparent and iterative change with similar characteristics as the intended end result. They established a culture where people are taking responsibility.

  • Unblocking Middle Management Using Personas

    Personas of roles like middle managers can be useful when you going through an agile transformation. It’s easier to get something from middle managers if you understand the position that they are in. A persona helps in knowing what to ask or not ask a manager, increasing your chances of getting what you need from them.

  • Using Self-Selection to Create Teams

    At one company, self-selection was applied to redistribute people over teams. It provided the opportunity for developers to get involved in strategic decisions and understand the needs of the business. Using self-selection, they learned that by giving people the power to take difficult and informed decisions, they will become motivated, no matter how tough the decision is.

  • 2017 Tech Leavers Study Report Released

    The Kapor Center for Social Impact has released the results of a study that looked at the reasons people leave tech roles. The four key takeaways from the study are: unfairness drives turnover, experiences differ dramatically across groups, unfairness costs billions each year, and diversity and inclusion initiatives can improve culture and reduce turnover, if they are done right.

  • Exploring the Seven Principles of Sociocracy 3.0

    Principles guide behaviour, and when made explicit can raise consciousness and help to evolve culture. The seven Sociocracy 3.0 principles support organizations that want to act in integrity with their environment, learn from experience, and generate a collaborative, adaptable and intelligent system to navigate complexity.

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