Executive Education Workshop: Making the Entire Organization Agile

Mastering  the Paradigm Shift to Radical Management^sm

May 21-23, 2012 in Washington DC

Today’s white-water environment requires the entire organization to be agile. With the abrupt, unpredictable and simultaneous shifts in markets, customers, communications, technology, competitors, talent and regulatory frameworks, the entire organization must be nimble to survive, let alone prosper. In this three-day workshop (May 21-23, 2012 in Washington DC), you will find out how to accomplish the necessary paradigm shift in your organization.

The biggest secret in management today

Just over a decade ago, a set of major management breakthroughs occurred. These breakthroughs enabled software development teams to achieve both disciplined execution and continuous innovation, something that was hitherto impossible to accomplish with traditional management methods. Over the last decade, these management practices, under various labels such as Agile, Scrum, Kanban and Lean, have been field-tested and proven in thousands of organizations around the world. Radical management^sm distills, builds on and extends these principles, practices and values so that the entire organization can now achieve to apply the magic combination of disciplined execution and continuous innovation.

What will you learn in this workshop?

In this intensive, interactive three day Executive Education workshop, you will learn how to get beyond the rigidities of traditional management and acquire the breakthrough capabilities involved in making the entire organization agile. You will learn how to implement the elements of radical management^sm as an integrated whole so as to get extraordinary results for your organization, your customers and your workforce.

How will the learning take place?

You will receive both the theoretical grounding in the diverse principles and practices of radical management^sm and the hands-on experience of applying them to your organization. Learning through exercises, simulations, lectures, case studies and group discussions, you will emerge with a deeper understanding of the conceptual framework of Agile software development and radical management^sm and an enhanced capacity to make the necessary paradigm shift happen in your organization.

Who is right for this workshop?

Offering a career-changing experience for anyone dissatisfied with rigidities of traditional management, this leadership workshop is for

• Agile leaders and coaches wanting to convert the entire organization to Agile,
• business leaders needing to understand Agile management or achieve continuous innovation,
• public sector leaders seeking the agility to “do more for less”, and
• entrepreneurs wanting to grow their startups without losing agility.

Who is giving the workshop?

The workshop is given by:

• Steve Denning draws on his award-winning book, The Leader’s Guide to Radical Management, his path-breaking work in leadership storytelling and long managerial background as a director at the World Bank.
• Peter Stevens draws on deep international hands-on experience in Agile and Scrum transitions, extending the breakthrough principles of Agile management from software development to the entire organization.

This workshop is taking place on May 21-23, 2012 in Washington DC. Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

What are the workshop objectives?

In this workshop, you will learn how to take the breakthrough lessons of Agile software development and apply them systematically so as to transform the entire organization.

You will learn how organizations like your own that have figured out how to get continuous innovation, and deep job satisfaction and delighted customers, and do this sustainably, as the permanent way in which the organization runs, all at the same time

You will learn how to extract what is valuable in 20^th Century management while supplementing that with the new leadership practices that are needed to operate successfully in the tumultuous world of the 21^st Century.

You will undergo a voyage of discovery, in which you will learn and embody a way of thinking, speaking and acting that is radically more productive for customers, employees and the organization. You will accomplish this by learning how to operate in a world of no-tradeoffs: how to get outsized outcomes for the organization along with inspired workers and thrilled customers and stakeholders.

You will learn how to accomplish these gains while creating authenticity in the workplace, both for you, for the people you work with and for, and for the people who work for you and for the organization’s brand.

You will learn what’s happening in other organizations along with the broader global movement for management change, epitomized in the Agile Manifesto (2001) for software development and the Stoos Gathering (2012) for general management.

You will learn how to get beyond instances of agility that are usually short-lived. You will learn how to expand oases of continuous agility, particularly in software development with the advent of Agile, Scrum, Kanban and Lean and eliminate the conflicts with the general management practices within the firm as a whole.

To make the entire organization agile, you will learn than new management tools. You will learn how to put in place together the right strategic goals, the right managerial roles, the right way to coordinate work, the right Agile values and the right way to communicate.

Understanding and implementing the comprehensive array of changes involved in making the entire organization agile will help you master the paradigm shift in management that is needed to create continuous innovation, delighted customers, passionate employees, and extraordinary shareholder returns.

These shifts require more than learning a few new tools or processes. They constitute a basic change in the way think, speak and interact with each other.

What participants say

• “Loved the exercises and activities”
• “Really enjoyed the ideas behind it. I learned so much.”
• “The high interaction and the moderation tools”
• “It was great to have such variety in the different kinds of learning “I learned through leadership storytelling how to inspire desire for change”

This workshop is taking place on May 21-23, 2012 in Washington DC. Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

The principles: five fundamental shifts

This radical management workshop explores five fundamental shifts in management principles, each of which is based on many years of research and experience:

• A shift in the firm’s bottom line from maximizing shareholder value to customer delight (in public sector organizations: it’s a shift from outputs to stakeholder outcomes)
• A shift the role of managers from controllers to enablers.
• A shift the coordination of work away from cumbersome bureaucracy (plans, reports, meetings) to agile linking of real work to customer outcomes.
• A shift from solely economic value to the values that will grow your organization: transparency, continuous improvement and sustainability.
• A shift communications from top-down commands to conversation.

A different way of measuring organizational performance

It involves a shift in measuring organizational performance from outputs to outcomes:

• Measuring customer delight on any scale from one customer to a million customers, and using the measurement to enhance organizational results.
• Measuring the goal of individual work teams in terms of customer delight, through user stories
• Measuring the forgotten dimension of organizational performance: time.
• Measuring organizational performance in real time through social media.

Although no single one of these shifts in itself is new, doing all of them together is requires a fundamental change in the way most organizations are led and managed. It’s not rocket science. It’s called radical management.

Because each of the shifts in management principles is reinforced and supported by scores of well-established management practices, the transformation is down-to-earth, practical and doable in your workplace.

Because none of the shifts individually is new, what you will learn is robust, Each is supported by years of experience and research.

How the workshop will unfold

The conduct of the workshop embodies the principles, practices and values that are being taught.

It’s a lively combination of presentation of the principles and practices along with their history and theoretical justification, an exploration of practical examples of the experiences of actual organizations and interactive exercises and conversations that will enhance experiential learning and discovery.

The participants learn from each other as well as from the instructors so that the workshop becomes a voyage of co-creation and mutual learning.

The workshop is designed to inspire learning in the deepest sense, enhancing your capacity to respond with complexity, compassion and authenticity to the daily dilemmas you face.

This workshop is taking place on May 21-23, 2012 in Washington DC. Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

Who’s giving the workshop?

Steve Denning

Steve Denning is a globally-recognized thought leader in leadership, management and innovation. His book, The Leader's Guide to Radical Management: Re-inventing the Workplace for the 21st Century (Jossey-Bass, 2010 was selected by 800-CE0-READ as one of the best five books on management in 2010.

Steve’s blog on Forbes attracts around half a million page-views per month. Read it here: http://blogs.forbes.com/stevedenning/

Steve’s article, "Rethinking The Organization" was as the Outstanding Article of 2010 in the journal Strategy & Leadership. His article, "Masterclass: The reinvention of management" was selected by the editors of Strategy & Leadership for the Outstanding Paper Award for 2011. 

From 1996 to 2000, Steve was the Program Director, Knowledge Management at the World Bank where he spearheaded the organizational knowledge sharing program. In November 2000, Steve Denning was selected as one of the world’s ten Most Admired Knowledge Leaders (Teleos).

Steve has written five other business books, including The Secret Language of Leadership (Jossey-Bass, 2007) and The Leader's Guide to Storytelling (Jossey-Bass, 2^nd edition, 2011). He now works with organizations in the U.S., Europe, Asia and Australia on leadership, innovation, business narrative and most recently, radical management.

Web: www.stevedenning.com

Peter Stevens

Peter Stevens is an independent management trainer, coach, writer and community builder. His focus is on helping organizations thrive in the 21st century. Building on proven frameworks like Scrum, Radical Management, Management 3.0, and Kanban, he provides coaching and training to help you and your team manage and execute effectively while building products which delight your customers.

He writes the Scrum Breakfast blog and has been a regular contributor to the website:  AgileSoftwareDevelopment.com. His popular articles include 10 Contracts for Your Next Agile Software Project and Explaining Story Points to Management.

Peter started his career as a Software Engineer at Microsoft in 1982. He is the initiator of the Swiss Lean Agile Scrum Interest Group and works closely with leading Scrum trainers and coaches in Central Europe. Presently he is on sabbatical in Washington DC supporting the Wikispeed project and spreading the word on Radical Management.

This workshop is taking place on May 21-23, 2012 in Washington DC. Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

What specifically will you learn in this workshop?

Why 20th Century management fails Why today’s business imperatives lie outside the performance envelope of today’s bureaucracy-infused management practices. Why the rate of return on assets and on invested capital is today only a quarter of what it was in 1965 Why the workplace feels like a Dilbert cartoon. Why only one in five workers is fully engaged in his or her work Why executive turnover is accelerating Why the topple of rate of leading firms is accelerating Learn why “efficiency at any cost” went wrong  Why maximizing shareholder value is the dumbest idea in the world Why economies of scale contain hidden productivity traps. Why reliance of ROI/NPV ratios is dangerous Why your IT service provider is not delighting you Why “shared value” doesn’t fix capitalism Why “bad profits” can kill your business Why innovation happens “despite” the system, not because of it Why continuous innovation is impossible with traditionalmanagement How traditional management killed manufacturing in the USA Why managers have the most hated jobs in the workplace	Thriving  in the 21st Century creative economy Why the customer is now the boss. Why continuous innovation is the only path to survival Understanding and defeating disruptive innovation Why the difference between goals, results and values is critical Why a firm can have only one goal. Why organizational resilience depends on shifting from an inside-out mindset (“You take what we make”) to an outside-in mindset (“We want to solve your problems”). Learn why and how manufacturing is coming back Learn why every organization is a software organization Why laughter is the acid test of radical management Why leadership is more than getting  to the top. Why little guys beat the giants through disruptive innovation Busting the iron triangle of tradeoffs between firm, workers and customers.  Learn how to draw on the power of pull, rather than push How to get beyond individual management fixes and innovations don’t stick  and get enduring improvement  How to run established organizations with the energy of a startup   Why HR is a key driver of the C-Suit
The new bottom line: customer delight How to instill innovation throughout the organization How to give everyone in the firm a clear line of sight to the customer What are the different mental models of innovation and why only one is best How to identify your core customers and stakeholders.. How to get beyond temporary spikes of innovation and inspire sustained gains in productivity. How to stop your brand from unraveling How to craft a compelling goal for any organization, so as to inspire intrinsic motivation. How to meet customers’ unrecognized desires. How to aim for the simplest possible thing that will delight. How to delight more by offering less. How to generate more alternatives for generating delight. Why defer decisions until the last responsible moment. How to avoid mechanistic approaches. Why focus on people, not things. How to give the people doing the work a clear line of sight to the people for whom the work is being done. How to lock in customer loyalty with business platforms How to lock in customer loyalty with new business models. How delighting the customer works in business-to-business situations How to read comparative data on delighting customers: why firms do best Why excellence, beauty and authenticity are making a comeback	The role of managers in creative economy How to create workplaces that enable the full capacities and provide deep job satisfaction How to create self-organizing teams Focus on creating clear lines of sight to the customer and the removing impediments Why individual management “fixes” don’t stick Why treat employees as “assets” or “human resources” fails Acquiring the courage to lead deep change. How to transfer power to the team How make the transfer of power conditional on the team’s accepting responsibility to deliver. How to recognize contributions of the people doing the work. How to make sure that remuneration is perceived as fair. How to focus teams on customers and stakeholders and what is value for them. How to identify the principal performance objective for the primary stakeholders. How to defer decisions as late as responsibly possible How the client participates in deciding priorities How to be clear who speaks for the customer How to provide coaching to encourage good team practices. How to systematically identify and remove impediments to getting work done. Why not to interrupt the team in the course of an iteration. Why the team must work sustainable hours. Why problems must be fixed as soon as they are identified. Why managers must go and see what is happening in the workplace and in the marketplace. How to make the entire organization agile. How to combine disciplined execution with customer delight How to give everyone in the organization a clear line of sight to the customer
Coordinating work without bureaucracy How to make the entire organization agile. How to combine disciplined execution with customer delight How to give everyone in the organization a clear line of sight to the customer How to organize work in short cycles with direct customer feedback. How to make even chunky, seemingly indivisible work amenable to an agile approach. How to systematically deliver value to customers sooner. How to apply a scientific approach to innovation through the thinking of lean startups How to create meaning in work and meaning at work.   How to spell out goals of each iteration before the iteration begins. How to define user stories to define the goal of each iteration Why the user story as the start, not the end, of a conversation. How to keep user stories simple and record them informally. How to display the user stories in the workplace. How to discuss user stories with the client or client proxy. How to find out more about the client’s world. How to know when the story has been fully executed. How to focus on finishing the most important work first. How to ensure that user stories are ready to be worked on. How to let the team decide how to do the work	Instilling the values of radical management Put in place the values to extraordinary firm performance and personal authenticity. Learn how to give voice to your values Learn how to be radically transparent How to reinvigorate the lost spirit of community Why team estimates how much time work will take. Why the team decides how much work to undertake. Why the team’s velocity is important Why the team members stay in contact with each other on a daily basis. Why retrospective reviews at the end of each iteration are key Why informal visual displays of progress are highly desirable.  Why impediments should be identified on a daily basis. Why priorities for work must be set at the beginning of each iteration. How to establish a clear line of sight from the team to the client. Why accountability is two-sided Why teams must have the opportunity to excel. How to align the team’s interests with those of the organization.. How to calculate the team’s velocity. How to get to the root causes of problems. How to share rather than enforce improved practices. How to foster the formation of horizontal communities of practice. How to remain systematically open to outside ideas. How to instill the need for continuous improvement
Communications: command to conversation Learn how to trigger your organization’s creativity How to communicate meaning through leadership storytelling Generate broader and deeper connections that are energizing. How to challenge the system and win Understand how electronic and face-to-face meetings interact Learn the new management vocabulary for the 21st Century Show others how to make something of their lives Generate genuine connections in your organization Learn how to use the power of social media How to fix bad managerial habits in yourself and others Why, when everything is urgent, nothing is urgent How to jumpstart the transformation of management Learn how to discover the core of leadership stories within you. How to acquire a leadership voice Learn how to lead conversations that engage Learn how to generate cascades of activity, setting off chain reactions of more conversations Make connections with the Stoos community and other management reform movements	Measuring performance in the creative economy Why it’s still true that only what gets measured gets done How to use analytics creatively How to get beyond traditional ratios (ROI, NPV) Why progress must be measured in terms of value delivered to clients. How NPS can measure client delight and continuous innovation. How to extend NPS (Net Promoters Score) to employees How to understand and use relative and absolute NPS How to avoid the pitfalls of NPS How to decide frequency of using NPS How to interpret NPS results How to embed NPS thinking throughout the organization How to measure time taken to deliver value to customers How to measure client delight at the working team level. How to measure client delight in real time through social media How to deploy user stories to articulate work goals and measure whether goals have been achieved When and how to measure team velocity Why team velocity is important

How the workshop will unfold....

First day morning Orientation and ice-breakers Jumpstart storytelling to introduce each other Remembering customer delight What’s wrong with traditional management Presentation Interactive exercise Participants’ learnings & celebrations	First day afternoon Principles of radical management Presentation Interactive exercise Participants’ learnings & celebrations Principle of customer delight Presentation Interactive Exercise Participants’ learnings & celebrations
Second day morning Mmanagers: enabler of self-organizing teams Presentation Interactive exercise Participants’ learnings & celebrations Coordinating work: linking to customer delight Presentation Interactive exercise Participants’ learnings & celebrations	Second day afternoon From value to values: Presentation Interactive exercise Participants’ learnings & celebrations Coordinating work: linking to customer delight Presentation nteractive exercise Participants’ learnings & celebrations
Third day afternoon Application to the participants’ situations Case study Interactive exercise Participants’ learnings & celebrations Principles of radical implementation Presentation Interactive exercise Participants’ learnings & celebrations	Third day afternoon Coping with constraints on implementation Case study Interactive exercise Participants’ learnings & celebrations Linking with other organizations & movements Case study Interactive exercise Participants’ learnings & celebrations

What you’ll take away from this workshop

• An autographed copy of The Leader’s Guide to Radical Management
• A copy of Steve’s award-winning articles from Strategy & Leadership: "Rethinking The Organization" (2010) and "Masterclass: The reinvention of management" (2011)
• Advance chapters of Steve’s next book:  “Phase Change: Thriving In The Emerging Creative Economy”
• PDFs of around 1,500 pages of Steve’s articles and commentary
• Skills, techniques and approaches that you can apply in your organization tomorrow
• An action plan for your organization

The smartest thing you can do in the next five minutes?

Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

What the rexperts say:

We owe our existence to innovation We owe our prosperity to innovation… We owe our happiness to innovation… We owe our future to innovation… Innovation isn’t a fad—it’s the real deal, the only deal. Our future no less than our past depends on innovation.

Gary Hamel, What Matters Now (2012)

Steve Denning is one of today’s most acute and creative critics of traditional management thinking. You would ignore the ideas at your own peril. He shows how to re-invent management based on a more accurate and effective understanding of how humans work best together.            

Larry Prusak, Working Knowledge (1998)  

Steve Denning goes to the root of the management issues confronting companies today. Focusing on seven core principles, he lays out a pragmatic roadmap for shifting the corporation from a focus on scalable efficiency to a focus on delighting the customer and each other, while achieving even higher levels of productivity. In the process, he creates a space where we all can more fully achieve our potential.
             John Hagel, Co-Chairman, Deloitte Center for the Edge,
             Co-author of The Power of Pull (2010)

I’ve spent the last 35 years of my professional life bushwhacking my way towards what I now know, thanks to Steve Denning, is the nirvana called Radical Management. It is a place where delighting customers is the religion and creativity, passion and learning are revered. Denning’s Radical Management is the antidote to the greatest disease in the workplace today, mental resignation due to lack of purpose. Radical Management should be required reading for anyone entering the work force or looking to reignite their inner bushwhacker!
             Sam Bayer, CEO, b2b2dot0

This workshop is taking place on May 21-23, 2012 in Washington DC. Sign up here now http://radical-management.eventbrite.com/ and/or call Peter Stevens at 240-472-5615 to get more information and a special pricing deal (quote code SD1)

Comments

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any chance for this workshop also somewhere in Europe ?

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