Many companies aim to “become agile” to reduce bureaucracy and make faster, better decisions. However, they mistakenly see agility as a fixed goal and implement it like a traditional project with detailed planning and timelines. True agility means continuously adapting and improving to respond to the unknown, not reaching a static state. Companies should focus on organizing for continuous adaptation and improvement.
Read moreDesign Thinking is indispensable in our modern business world. For years, the Design Thinking approach has been gaining popularity and is being used by many large companies to develop innovations. In this article, we will look at where Design Thinking comes from, what it can be used for, and how it works. And above all, how Management 3.0 practices can support this process.
Read moreWhat is cross-functional collaboration and how can we make it successful? This is a personal reflection on the early steps taken towards cross-functionality in 2011, and the lessons learned from over a decade of working to encourage and support collaboration among teams with diverse skills.
Read moreThere is no doubt that companies need to consider Business Agility. The significant challenge is understanding how not to waste resources on unsuccessful transformations, which often reduce Agility instead of increasing it. Much focus has been given to adopting squads as a path to organizational Agility, but we know this is not the leading solution.
Read moreIn a world filled with rapid change and uncertainty, traditional approaches to teamwork and leadership often fall short. That is where the power of self-organizing teams comes into play. Imagine a dynamic group of individuals working together, not bound by rigid hierarchies, but driven by autonomy, creativity, and a shared sense of purpose. These teams have the ability to adapt swiftly, innovate fearlessly, and thrive amidst the chaos of our VUCA world. Discover why self-organizing teams are the secret ingredient to navigating uncharted territories, fostering resilience, and unlocking the full potential of individuals in this ever-evolving landscape
Read moreScrum Masters can selectively adopt and adapt Management 3.0 principles and practices to fit their specific contexts and needs. By incorporating the relevant concepts and techniques, Scrum Masters can enhance their effectiveness in supporting Scrum teams and driving successful Agile transformations. Here is how:
Read moreBy adopting Agile management principles and practices, organizations can improve their ability to respond to rapidly changing business environments, deliver higher-quality products or services, and increase customer satisfaction. But what does Agile management mean and what is a manager’s role in Agile?
Read moreOn a DevOps cycle, doing experiments is something natural. Many companies want to adopt the DevOps tooling but are not changing their culture or mindset. And what is the consequence of this? Burnout and turnover! But this doesn’t have to be the case: How to build a thriving DevOps culture.
Read moreWhat does a Scrum Master do, what are their main competencies – and what is their specific role when it comes to leadership? Juan Mello, Management 3.0 Facilitator and seasoned Scrum Master tries to find an answer.
Read moreIn the Agile world, we hear about Shu Ha Ri all the time.
But what does it really mean when it comes to Agile Leadership? Management 3.0 Facilitator Ilija Popjanev explains, what is Shu Ha Ri in Agile, where it comes from, and how it can help your Agile Transformation.
Every Agile Coach should know what Management 3.0 is about and have the tools and practices as part of their toolkit, says Pedro Serrano is Agile Coach from Spain. Here is why:
Read moreWhat is meant by Agile Leadership, what are the benefits of a more agile leadership style and which competencies does an Agile Leader need? Erick Masgo is revealing some facts around Agile Leadership.
Read moreAn article by Management 3.0 Facilitator Kjell Tore Guttormsen, a Servant Leader by heart, located in Oslo. Kjell Tore is going to explain what’s behind the word “Servant Leadership” and what it means to become a Servant Leader.
Read moreby Management 3.0 Facilitator Limor Halfon This week I spoke about Management 3.0 to the Agile community in Israel. It is amazing how this great community was anxious to deepen their Agile experience. What was even more amazing was the evolution of the understanding of management’s role in an Agile implementation. And it was clearly...
Read moreScrum and Agile project management methodologies are being aggressively embraced by organizations worldwide to add more cutting-edge to their customer services and to expedite the completion of critical projects accurately. If you want to take your Scrum skills to the next level, becoming a Certified Scrum Developer® (CSD) is imperative. The CSD certification will reinforce...
Read moreWhat is meant with Teal Organizations and how are they related to Management 3.0? An article by Jürgen Mohr, Management 3.0 Facilitator.
Read moreby Jennifer Riggins One of the prevailing themes — and one of the most misused misconceptions — of agile is self-organization. From cells to solar systems, self-organization is inherent to nature. And yet we somehow reject the concept in management. Self-Organization: It’s really just a matter of trust. One of the prevailing themes — and...
Read moreRecently we held a Meetup at Adaptworks to show a powerful mix between Management 3.0 and SAFe®. In my opinion, it was one of the most interesting Meetups that I had the opportunity to attend.
Read moreby Ralph van Roosmalen Management 3.0 and Agile, how do they fit together? Does Management 3.0 need Agile? Does Agile need Management 3.0? Does Agile Software Development need Management 3.0? Good questions, especially because we developed a new module called Agile Product Development. Let’s first talk about Agile. Agile is a mindset. For example, doing...
Read moreby Marjan Venema The longest journeys start with a single step. You get to where you want to go by continuing to put one foot in front of the other. My energy to keep taking those steps comes from a big vision. Over the past few years though, I’ve learned that big visions can also...
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