Now that we have experienced that knowledge-work can be done anywhere, our offices hopefully evolve into creative places for inspiring encounters between people.

We are wired for searching solutions by adding things. This leads to rules, processes and ultimately organizations being overly complex and bureaucratic.

What counts is the per­for­mance of the team. How can indi­vid­ual per­for­mance be assessed then? And should one do so at all?

For your agile transformation you have to think big to break up silos, but at the same time start small to learn together.

What we can learn from the sugar consumption of Gandhi, from Netflix’s surprising resemblance to a nuclear submarine, and from the frightening team dynamics of super chickens about new leadership.

Productivity

E-mail was intendend to make work easier. In fact, the simple communication corrodes structured workflows and becomes the work itself.

Beat the system with its own weapons

Practical Constraints

Every transformation entails friction with the status quo. By accepting the practical constraints too willingly the transformation itself is transformed and its protagonists are either assimilated or repelled.

Leading yourself

Changing habits requires more than motivation. B.J. Fogg’s behavioral model provides the basis for sustainable personal change and growth.

Agile Transformation

Entire organizations also suffer from the Dunning-Kruger effect and are stuck in transformation at the peak of Mount Stupid.

Marcus Raitner

Agile by nature | Rebel without a pause | Working out loud | Author of https://fuehrung-erfahren.de

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