Want to see how Management 3.0 works out in the jungle? We wanted to make sure that you have all the examples of how Management 3.0 agile leadership and change management practices work (and sometimes don’t work) with real-world teams. Here we present to you the change agents in the making talking about their experiences, each in a management case study below.
Written Management 3.0 Case Study: How CSS Insurance implemented agile management across the organization.
Management 3.0 Video Case Studies:
Watch this 16-minute video management case study with Thomas Kuryura of Brazil’s Just Digital software company. Learn how they’ve implemented Management 3.0 practices of Kudo Cards, Merit Money, Business Guilds and Moving Motivators across cross-functional teams. Just Digital’s learning experience teaches us a lot about transparency and trust in companies.
Watch this 11-minute management case study on how Silvan Schaer to learn how he used Moving Motivators to identify and nurture intrinsic motivation during change management in his 150-person scrum development team at the Bison Group.
Watch this 15-minute management case study on how Ivo van Halen implements Management 3.0 principles to increase employee engagement and feedback, including the Celebration Grid, Delegation Poker and Slack Time.
In this 15-minute management case study video, Juan Gabardini from Kleer Agile Coaching talks about how to use the Management 3.0 exercise of Improv Cards to spark team collaboration and start-up communication. Gabardini goes into where the tension can grow, twists and changes, conflicts, structure of communications, and how his team and his clients use the Improv cards for one-on-one conversations or pairs to open discussion.
In this 18-minute management case study, Damian Fasciani from RealEstate.com.au talks about how this growing business can overcome the challenges of international start-up expansion, particularly with using cloud-based team collaboration tools and agile management. Fasciani talks about Management 3.0, particularly on themes of monitoring workplace sentiment and employee satisfaction, opening regular communication, and getting to the heart of how leaders can enable people in a team, all the while driving productivity and accountability.