"[O]ne of the biggest wastes these days..is waste of talent, that a lot of people in the organization are capable of being far more innovative than they’re ever being asked to do."
"They don’t want to be 10 layers below a CEO just executing what some middle manager is telling them they should be doing. They want to be involved in important projects, feeling like a team, and feeling like they’re making important contributions."
"[I]f you create a great team, they are capable of doing far more than most management teams think they are capable of doing today."
"[T]he biggest challenge for traditional management– who wants to have a command control, hierarchical mode of working with linear timelines and dates and arbitrary commitments that are forced on the workers– this is like a total shift, because coming out of the lean context, lean is a pull system."
"[I]t means that a senior executive has to stop giving command and control orders to what a team should be doing. And they’ve got to stop fragmenting their best workers over so many projects. It is not uncommon for me to run into very capable senior executives who have no more than 5% or 10% of their time allocated to myriad projects, and that’s just catastrophic."
"[Y]ou [have to] understand the dangers of multitasking, what that does to the quality of the products, to the morale of the workers, to the productivity of the teams, multi-tasking is a killer. So we have to teach executives that it is not a good thing to fragment the workers. It’s not a good thing to overturn their decisions. It’s not a good thing to put 50 people on a team as opposed to nine people on a team."
"[G]ive the senior executives enough of an education that they don’t unintentionally kill the effort, that they don’t overturn their decisions, that they don’t interfere, that they don’t pull team members off partway through the project."
"They don’t want to be 10 layers below a CEO just executing what some middle manager is telling them they should be doing. They want to be involved in important projects, feeling like a team, and feeling like they’re making important contributions."
"[I]f you create a great team, they are capable of doing far more than most management teams think they are capable of doing today."
"[T]he biggest challenge for traditional management– who wants to have a command control, hierarchical mode of working with linear timelines and dates and arbitrary commitments that are forced on the workers– this is like a total shift, because coming out of the lean context, lean is a pull system."
"[I]t means that a senior executive has to stop giving command and control orders to what a team should be doing. And they’ve got to stop fragmenting their best workers over so many projects. It is not uncommon for me to run into very capable senior executives who have no more than 5% or 10% of their time allocated to myriad projects, and that’s just catastrophic."
"[Y]ou [have to] understand the dangers of multitasking, what that does to the quality of the products, to the morale of the workers, to the productivity of the teams, multi-tasking is a killer. So we have to teach executives that it is not a good thing to fragment the workers. It’s not a good thing to overturn their decisions. It’s not a good thing to put 50 people on a team as opposed to nine people on a team."
"[G]ive the senior executives enough of an education that they don’t unintentionally kill the effort, that they don’t overturn their decisions, that they don’t interfere, that they don’t pull team members off partway through the project."
Understanding Agile Management. (2016). Harvard Business Review. Retrieved on April 23, 2017 from https://hbr.org/ideacast/2016/04/understanding-agile-management
No comments:
Post a Comment