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FOREWORD BY WALTER ISAACSON

Whether in business or in war, the ability to react quickly and adapt is critical, and it's becoming even more so as technology and disruptive forces increase the pace of change. That requires new ways to communicate and work together. In today's world, creativity is a collaborative endeavor. Innovation is a team effort.

This book draws timely lessons for any organization seeking to triumph in this new environment. Based on very real and vividly described situations that General McChrystal encountered as a commander in Iraq and Afghanistan, it describes how organizations need to reinvent themselves. This involves breaking down silos, working across divisions, and mastering the flexible response that comes from true teamwork and collaboration.

I have observed this phenomenon in my own study of innovation in the digital age. The greatest innovations have not come from a lone inventor or from solving problems in a top-down, command-and-control style. Instead, the great successes-the creation of the computer, transistor, microchip, Internet-come from a "team of teams" working together in pursuit of a common goal.

I once asked Steve Jobs, often mistakenly considered a lone visionary and authoritarian leader, which of his creations made him most proud. I thought he might say the original Macintosh, or the iPhone. Instead he pointed out that these were all collaborative efforts. The creations he was most proud of, he said, were the teams he had produced, starting with the original Macintosh team working under a pirate flag in the early 1980s and the remarkable team he had assembled by the time he stepped down from Apple in 2011.

Today's rapidly changing world, marked by increased speed and dense interdependencies, means that organizations everywhere are now facing dizzying challenges, from global terrorism to health epidemics to supply chain disruption to game-changing technologies. These issues can be solved only by creating sustained organizational adaptability through the establishment of a team of teams.

High-speed networks and digital communications mean that collaboration can-and must-happen in real time. The distributed, decentralized, and weblike architecture of the Internet empowers each individual to be a collaborator. Likewise the necessity of real-time innovation and problem-solving requires integrative and transparent leadership that empowers individual team members.

This new environment gave Al Qaeda a distinct advantage, allowing the networked organization to strike rapidly, reconfigure in real time, and integrate its globally dispersed actions. At first, this overwhelmed the Task Force led by General McChrystal, a traditional, secretive, siloed military hierarchy that was configured to solve the problems of an earlier era.

The solution was, surprisingly, found in changing management structures. The U.S. military and its allies had to transform the way the special operations community operated, changing the way it waged the War on Terror.

The experience of General McChrystal and his colleagues, and their examination of the experiences of others, taught them that complexity at scale has rendered reductionist management ineffective for solving these issues in our networked world. Efficiency is necessary but no longer sufficient to be a successful organization. It worked in the twentieth century, but it is now quickly overwhelmed by the speed and exaggerated impact of small players, such as terrorists, start-ups, and viral trends.

Management models based on planning and predicting instead of resilient adaptation to changing circumstances are no longer suited to today's challenges. Organizations must be networked, not siloed, in order to succeed. Their goal must shift from efficiency to sustained organizational adaptability. This requires dramatic shifts in mental and organizational models, as well as sustained efforts on the part of leadership to create the environment for such a change.

General McChrystal's experiences leading the Task Force illustrate how this dramatic transformation is possible in all organizations. After identifying the adaptable and networked nature of Al Qaeda, the general and his team explored why traditional organizations aren't adaptable. One conclusion they reached was that agility and adaptability are normally limited to small teams. They explored the traits that make small teams adaptable, such as trust, common purpose, shared awareness, and the empowerment of individual members to act. They also identified the traditional limits of teams, such as "blinks" in the organization between teams where collaboration begins to break down.

The primary lesson that emerged, and is detailed in this book, is the need to scale the adaptability and cohesiveness of small teams up to the enterprise level. This involves creating a team of teams to foster cross-silo collaboration. That way the insights and actions of many teams and individuals can be harnessed across the organization. Innovation and problem solving become the products of teamwork, not a single architect.

Doing this requires increasing transparency to ensure common understanding and awareness. It also often involves changing the physical space and personal behaviors to establish trust and foster collaboration. This can develop the ability to share context so that the teams can decentralize and empower individuals to act. Decisions are pushed downward, allowing the members to act quickly. This new approach also requires changing the traditional conception of the leader. The role of the leader becomes creating the broader environment instead of command-and-control micromanaging.

Harnessing and sharing the power and experiences of many teams allowed the Task Force command to adapt quickly to changing events on the ground and innovate solutions that couldn't have come from a top-down approach.

These lessons, as the authors show, apply to business and other organizations as well. General McChrystal is leading an effort, managed at the Aspen Institute, to make a year of national service, military or domestic, an opportunity and an expectation of all young Americans. Participating in a service corps is one of many ways to learn to work as a team, communicate goals, and empower decentralized decision making.

Whatever field you're in, at whatever stage of leadership, these insights and skills will prove necessary to learn. In addition to being a fascinating and colorful read, this book is an indispensable guide to the organizational change and deep appreciation of teamwork that are essential in today's fast-moving environment.

INTRODUCTION

"Of course we understand the dangers, we simply have no other choice."

The Afghan minister of the interior was a slightly built, soft-spoken man with a demeanor of unfailing courtesy, so his statement had the tone of patient explanation rather than indignation or defensiveness. As a young man he'd lost a leg in the Soviet War and walked with an awkward limp, but his intellect, energy, and commitment to reshaping post-9/11 Afghanistan were undeniable. When he spoke, I listened carefully.

We were talking about the Afghan Police, for whom Mohammad Hanif Atmar was responsible, discussing the horrendous casualties they were suffering in isolated stations in Taliban-contested areas. Poorly trained, inadequately equipped, and unevenly led, raw police recruits regularly fell prey to drugs, corruption, and insurgent violence. So it was incredibly frustrating to see the ministry continue to recruit new police candidates and deploy them to operational areas before they were trained. But, for a variety of reasons, Atmar felt he had no other option.

Most of us would consider it unwise to do something before we are fully prepared; before the equipment is optimally in place and our workers well trained. But as the reader will discover, that's the situation we found ourselves in. And in researching this book, we discovered that that is the situation leaders and organizations far from any battlefield face every day.

* * *

The genesis of this story lies in the transformation of an elite military organization, the Joint Special Operations Task Force (described in this volume simply as "the Task Force," or TF) in the midst of a war. We could compare ourselves during that transition to a professional football team changing from one offensive system to another in the second quarter of a critical game, but the reality was far more drastic. The Task Force's shift was actually more akin to that team's moving from playing football to basketball, and finding that habits and preconceptions had to be discarded along with pads and cleats.

* * *

But it was anything but a game or a sport. The war against a succession of terrorist groups that had simmered, with periodic outbursts since the 1970s, had gone white hot in the aftermath of 9/11 and the Task Force found itself first in Afghanistan, then, as the fight expanded, in the wider Middle East.

In the spring of 2003 we entered Iraq. What began as a heavily conventional military campaign to unseat the regime of Saddam Hussein had, by the fall of 2003, become a bitter, unconventional struggle against frustrated Sunnis who increasingly coalesced around a charismatic Jordanian extremist who had taken the name Abu Musab al Zarqawi. In the years that followed we (I had rejoined the Task Force in October of 2003) found ourselves in a bitter fight that, in the beginning, was as confounding as it was bloody.

The Task Force hadn't chosen to change; we were driven by necessity. Although lavishly resourced and exquisitely trained, we found ourselves losing to an enemy that, by traditional calculus, we should have dominated. Over time we came to realize that more than our foe, we were actually struggling to cope with an environment that was fundamentally different from anything we'd planned or trained for. The speed and interdependence of events had produced new dynamics that threatened to overwhelm the time-honored processes and culture we'd built.

Little of our transformation was planned. Few of the plans that we did develop unfolded as envisioned. Instead, we evolved in rapid iterations, changing- assessing- changing again. Intuition and hard-won experience became the beacons, often dimly visible, that guided us through the fog and friction. Over time we realized that we were not in search of the perfect solution-none existed. The environment in which we found ourselves, a convergence of twenty-first-century factors and more timeless human interactions, demanded a dynamic, constantly adapting approach. For a soldier trained at West Point as an engineer, the idea that a problem has different solutions on different days was fundamentally disturbing. Yet that was the case.

Fortunately, the common denominator of the professionals with whom I served was an almost mystical devotion to mission accomplishment. The Task Force was founded in the wake of the Iran hostage crisis failure, and perhaps those images of wrecked aircraft and the burned bodies of American servicemen at Desert One* still lay behind the force's fierce desire to win. And so in the early 2000s we morphed, and morphed again, in a bitter struggle to first contain, and then reduce, the threat posed by Al Qaeda in Iraq (AQI).

By early 2008 that goal was clearly in sight, and the Task Force's continual adaptation had transformed it into a fundamentally new organization-one that functioned using distinctly different processes and relationships. Because we were so engaged in the fight, we thought and talked constantly about what we were doing. But it was an experience that could only come into true focus when we had the opportunity to deconstruct and study it afterward, enabling us to draw valid conclusions. That's where this book comes in. In 2010 when I left the service, I joined with several former colleagues to explore whether our shared experience was a one-off occurrence that emerged from the unique factors of post-2003 Iraq, or whether it was a microcosm of a broader changed environment that impacts almost every organization in today's world. We suspected the latter, but began a journey to find out.

* * *

This book is the work of four very different individuals, three of whom shared wartime experiences, and a fourth who shares our fascination and passion for the subject. Dave Silverman is a 1998 Naval Academy graduate-turned-SEAL who fought in Iraq before deploying on no notice to Afghanistan in 2009 to serve with me in the International Security Assistance Force (ISAF) headquarters. Chris Fussell is another former SEAL who spent many years at the Naval Special Warfare Development Group, including a year as my aide-de-camp in the Task Force, before taking time at the Naval Postgraduate School in Monterey to study multiorganization fusion cells. Tantum Collins, or Teddy as we know him, I met later, as an undergraduate in a graduate leadership seminar that I have been teaching at Yale University since 2010. The incredible impression he made on me led us to ask him to spend his first year after graduation (before heading to Great Britain as a Marshall Scholar to study at the University of Cambridge) leading this effort to capture the conclusions of our experiences and study in this book. I round out the quartet, with a bit more mileage on me than my colleagues, but still more student than teacher in our examination of this critical idea.

The decision to produce yet another book to help shape and lead complex organizations did not come easily. Shelves are crammed with works of varying value, and busy leaders can feel pummeled by contradictory advice from business gurus and management consultants. But the impact of the Task Force experience drove us to test the conclusions we'd reached, because the wider implications for almost all organizations were so serious.

First, although the Task Force struggled in Iraq, we could not claim we were mismatched against a world-class team. Honestly assessed, Al Qaeda was not a collection of supermen forged into a devilishly ingenious organization by brilliant masterminds. They were tough, flexible, and resilient, but more often than not they were poorly trained and underresourced. They were also dogmatic and offensively extreme in their conduct and views. Their strengths and capabilities were multiplied by a convergence of twenty-first-century factors, of which AQI was simply the lucky beneficiary. Much like a Silicon Valley garage start-up that rides an idea or product that is well timed rather than uniquely brilliant to an absurd level of wealth, AQI happened to step onto an elevator that was headed up.

Second, and most critically, these factors were not unique to Iraq, or to warfare. They are affecting almost all of us in our lives and organizations every day. We're not lazier or less intelligent than our parents or grandparents, but what worked for them simply won't do the trick for us now. Understanding and adapting to these factors isn't optional; it will be what differentiates success from failure in the years ahead.

This book won't diminish the challenges or simplify the complexity of succeeding in this new age, but it will serve as a lens through which to understand it, in addition to outlining an approach that can allow an organization to adapt to the new requirements.

To capture the subject effectively, our search moved along two lines. In the first, we founded CrossLead to work with civilian firms facing the challenge of adapting in complex, rapidly changing environments. That effort has grown into an amazing collection of talent-young and mature, civilian and former military or intelligence professionals, academics and practitioners. Through on-site, practical work with client partners, we've seen firsthand the tornado of changing factors-once-comforting constants transformed into variables that defy predictability and challenge traditional models of leadership and management. For many successful organizations, things that once worked superbly now seem ineffective.

In addition to our direct engagement, we also began an effort to study this phenomenon in other domains and theoretical dimensions, to see whether those undertaking serious examination of the subject were drawing similar conclusions. To a great degree, they are. Reviewing published studies and interviewing experts in a wide variety of fields who generously shared their time, we have put our personal experience under the microscope to validate our findings against their wisdom. We don't claim to be academic scholars, but we have been more than willing to let their work help guide us to supportable conclusions.

BUTTERFLIES, GARDENERS, AND TOADS

It is important to state up front what this book is, and what it is not.

This isn't a war story, although our experience in the fight against Al Qaeda weaves through the book. Far beyond soldiers, it is a story about big guys and little guys, butterflies, gardeners, and chess masters. The reader will meet slimy toads, mythical beasts, clanging machines, and sensitive ecosystems.

We hope to help the reader understand what's different in today's world, and what we must do about it. We will argue that the familiar pursuit of efficiency must change course. Efficiency remains important, but the ability to adapt to complexity and continual change has become an imperative. Using our experience in war, combined with a range of examples from business, hospitals, nongovernmental organizations, as well as more unlikely sources, we lay out the symptoms of the problem, its root causes, and the approaches that we and others have found effective. Readers will understand and appreciate the challenges they face, and be able to frame what makes sense for them.

* * *

We do not offer here a series of checklists or a "how to" manual. Instead, in five parts, the reader will journey from problem to solution.

Part I: The Proteus Problem opens in Iraq in 2004 where the world's most elite counterterrorist force is struggling against a seemingly ragtag band of radical fighters. We explore the unexpected revelation that our biggest challenges lay not in the enemy, but in the dizzyingly new environment in which we were operating, and within the carefully crafted attributes of our own organization. To understand the challenge, we'll go to factory floors with Frederick Winslow Taylor and look back at the drive for efficiency that has marked the last 150 years, and how it has shaped our organizations and the men and women who lead and manage them. We then examine how accelerating speed and interdependence in today's world have created levels of complexity that confound even the most superbly efficient industrial age establishments. And we'll find, much to our disappointment, that Big Data will offer no respite from the unrelenting demand for continual adaptability.

Part II: From Many, One examines both the magic and the myths of teams. The reader will find herself in the operating room of Brigham and Women's Hospital as surgeons work to save victims of the 2013 Boston Marathon bombing, and lying on the rolling deck of the MV Maersk Alabama next to SEAL snipers whose precise shots save Captain Phillips from Somali pirates. We dissect the processes that create the trust and common purpose that bond great small teams, and dispel the fallacy that it takes Supermen to forge super teams. Then we'll climb to thirty thousand feet in the cockpit of United Airlines' ill-fated Flight 173 in December 1978 to explore the daunting challenges that even well-trained crews face, and study some of the adaptations, like Mission Critical Teams, that have emerged to deal with increasing complexity. Finally, we'll enter the imaginary land of Krasnovia to investigate why so many small teams and firms falter as they grow in scale. And we'll find that even the elite Task Force suffered from the same malady.

Part III: Sharing looks at how to deal with the continual change and dramatically increasing complexity that whipsaws us at breakneck speed. From the launch pad of NASA's famed Apollo project that put the first human on the moon, to a blacked-out helicopter putting an Army Special Forces operator on a roof in Fallujah, the reader is introduced to shared consciousness: the way transparency and communication can be used in an organization to produce extraordinary outcomes across even large groups. And the Prisoner's Dilemma and game theory will illustrate how the simple concept of trust is, in large organizations, anything but simple to create.

Part IV: Letting Go probes the history, advantages, and imperatives of truly empowered execution in an organization-pushing decision making and ownership to the right level for every action. The reader will follow Commodore Perry's hulking warships to the coast of Japan and awake with me in Iraq to make on-the-spot decisions on who will live, and who will not. Through a fifteen-inch plastic model we'll pursue the model of "Eyes On-Hands Off" leadership. We'll then look at the leaders we've traditionally sought, and why they are perhaps an endangered species in the new environment. Finally, the reader will sit at my side for the daily video teleconference that I used to shape and drive the Task Force's efforts, and travel to the small bases in Iraq and Afghanistan where ultimately the job must be done. In doing so, we'll explore the new, and increasingly important, role of the senior leader.

Part V: Looking Ahead opens with a detailed look at how trust, common purpose, shared consciousness, and empowered execution drove the successful hunt for Abu Musab al-Zarqawi, travels with Alexis de Tocqueville as he holds a mirror up to America's face, and argues that to succeed, maybe even to survive, in the new environment, organizations and leaders must fundamentally change. Efficiency, once the sole icon on the hill, must make room for adaptability in structures, processes, and mind-sets that is often uncomfortable.

This isn't a scientific study or the result of clinical trials. We don't claim that these concepts are original nor do we offer findings that are the product of years of study by field experts. We recognize there may well be mistakes or conclusions that can be challenged. But we believe that by leveraging the thinking of others to help explain the experience we navigated, readers will find a useful blend of practical and theoretical knowledge to combat the growing challenge we all face.

AN ENDURING CHALLENGE

In the early summer of 2014, as this book neared completion, Sunni fighters operating under the banner of ISIS, the Islamic State of Iraq and Syria, captured the northern Iraqi city of Mosul and surged southward like an unstoppable wave toward Baghdad. ISIS was led on its surge through Iraq by the charismatic Abu Bakr al-Baghdadi, a figure reminiscent of the villain we had faced off against a decade prior and whom we will discuss at length in this book: Abu Musab al-Zarqawi. Images of abandoned Iraqi Army vehicles being passed by triumphant ISIS fighters reflected the stunning collapse of the Government of Iraq's defenses, and with it, its credibility. Veterans of our war watched from afar in sullen frustration as ground we'd taken foot by foot, and yard by bloody yard, fell to yet another extremist movement that advanced with seeming ease despite being outmanned and outgunned by government forces.

The question "Had our success against Al Qaeda been a cruel illusion?" came immediately to mind. But we knew it hadn't been. What we'd done had been real. Instead, this latest development reinforced some of the very lessons we had drawn. The first was that the constantly changing, entirely unforgiving environment in which we all now operate denies the satisfaction of any permanent fix. The second was that the organization we crafted, the processes we refined, and the relationships we forged and nurtured are no more enduring than the physical conditioning that kept our soldiers fit: an organization must be constantly led or, if necessary, pushed uphill toward what it must be. Stop pushing and it doesn't continue, or even rest in place; it rolls backward.

* * *

Before we begin, a thought. There's a temptation for all of us to blame failures on factors outside our control: "the enemy was ten feet tall," "we weren't treated fairly," or "it was an impossible task to begin with." There is also comfort in "doubling down" on proven processes, regardless of their efficacy. Few of us are criticized if we faithfully do what has worked many times before. But feeling comfortable or dodging criticism should not be our measure of success. There's likely a place in paradise for people who tried hard, but what really matters is succeeding. If that requires you to change, that's your mission.

PART I

THE PROTEUS PROBLEM
The soldier held tightly to the twisting figure. The weapon he'd killed with many times before remained hanging at his side; he needed this one alive. His hands, burned dark by the sun, ached as he struggled to maintain a firm grasp. After years of fighting an unpopular war, he would do whatever it took to get home. Menelaus, king of Sparta, the fiery brother of Agamemnon and husband of the beauty Helen, was on his journey home following the ten-year-long Trojan War. Shipwrecked on the island of Pharos, Menelaus was desperate when the goddess Eidothea told him of her father, the immortal Proteus-the Old Man of the Sea. If Menelaus could defeat him, Proteus would surrender the secrets Menelaus needed to lead his men home to Sparta. Defeating Proteus would be difficult because the god possessed a special power: he was a shape-shifter, a polymorph. So Menelaus and his men, disguised in sealskins, lay in ambush on the beach. As Proteus emerged salty and frothing from the roiling sea, they sprang into action. . . . First he shifted into a great bearded lion and then a serpent- a panther- a ramping wild boar- a torrent of water- a tree with soaring branch tops- But the Greeks clung firmly. Their normal weapons of little use, with each shift, they shifted, with each new challenge, they changed, clenching their legs tight around the necks of animals that appeared, or digging their fingers into the wooden limbs of trees, or wrapping their arms around swirling balls of mercurial fire. The Old Man of the Sea was defeated. By adapting, the Greeks found their way home. A true story, 860 miles to the east of Pharos, three thousand years later . . .
CHAPTER 1

SONS OF PROTEUS

Five muscled silhouettes, midnight blue against the sand-colored sunrise, moved down an otherwise empty street on the outskirts of the El Amel neighborhood in Baghdad. The morning call to prayer had just ricocheted through the urban sprawl and faded into the thick heat. A few blinds opened, then quickly closed; residents knew when to stay hidden. The door of a small house on the corner swung open and the men shuffled inside. It was September 30, 2004, and one of the biggest operations they would ever conduct was about to begin.

The building appeared unremarkable-another ripple in the pixelated waves of tan cinder block that extended to the horizon. But inside, it housed a temporary organizational nerve center that gathered data and disseminated instructions across the city. Maps, photos of targets, and operational checklists covered the walls. Personal gear-weapons and clothes-lay neatly stacked in the corner. Those pulling security watched the street, weapons in hand. The newly arrived warriors greeted the other members of their team-the analytic and intelligence counterparts to their brawn-with bear hugs. They asked about their families, joked about colleagues. They also met three new additions to the team-fresh out of training and recently arrived in Iraq. The young faces betrayed the tangle of confusion and excitement that the older men knew would soon give way to fear.

The group strode through the halls of their safe house, brushing past photos of the cheerful family that use

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Team of Teams: New Rules of Engagement for a Complex World

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Compre online Team of Teams: New Rules of Engagement for a Complex World, de McChrystal, Stanley A., Fussell, Chris, Collins, Tantum na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por McChrystal, Stanley A., Fussell, Chris, Collins, Tantum com ótimos preços.

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Aqui você pode criar um card e deixar um recadinho pra nós, para o Leandro Gonzales ou para os colegas. :)

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#9 - Um papo descontraído sobre filosofia e negócios com Abel Reis

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Have you ever come up with an idea for a new product or service but didn't take any action because you thought it would be too risky? Or at work, have you had what you thought could be a big idea for your company--perhaps changing the way you develop or distribute a product, provide customer service, or hire and train your employees? If you have, but you haven't known how to take the next step, you need to understand what the authors call the innovator's method--a set of tools emerging from lean start-up, design thinking, and agile software development that are revolutionizing how new ideas are created, refined, and brought to market.

To date these tools have helped entrepreneurs, designers, and software developers manage uncertainty--through cheap and rapid experiments that systematically lower failure rates and risk. But many managers and leaders struggle to apply these powerful tools within their organizations, as they often run counter to traditional managerial thinking and practice.

Authors Nathan Furr and Jeff Dyer wrote this book to address that very problem. Following the breakout success of The Innovator's DNA--which Dyer wrote with Hal Gregersen and bestselling author Clay Christensen to provide a framework for generating ideas--this book shows how to make those ideas actually happen, to commercialize them for success.

Based on their research inside corporations and successful start-ups, Furr and Dyer developed the innovator's method, an end-to-end process for creating, refining, and bringing ideas to market. They show when and how to apply the tools of their method, how to adapt them to your business, and how to answer commonly asked questions about the method itself, including: How do we know if this idea is worth pursuing? Have we found the right solution? What is the best business model for this new offering? This book focuses on the "how"--how to test, how to validate, and how to commercialize ideas with the lean, design, and agile techniques successful start-ups use.

Whether you're launching a start-up, leading an established one, or simply working to get a new product off the ground in an existing company, this book is for you.

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The Innovator's Method: Bringing the Lean Start-Up Into Your Organization

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Compre online The Innovator's Method: Bringing the Lean Start-Up Into Your Organization, de Christensen, Clayton, Furr, Nathan, Dyer, Jeff na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Christensen, Clayton, Furr, Nathan, Dyer, Jeff com ótimos preços.

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Conheça o método que está revolucionando a produtividade das empresas.
"Repleto de histórias empolgantes e exemplos reais. O método de gerenciamento de projetos conhecido como Scrum deve ser a ferramenta de produtividade mais largamente empregada entre as empresas de alta tecnologia. Jeff Sutherland tem sido brilhantemente bem-sucedido em sua missão de pôr esse recurso nas mãos de mais negócios em todo o mundo." - Eric Ries, autor de A startup enxuta

O mundo vem sofrendo um processo de mudança contínuo cada vez mais acelerado. Para quem acredita que deve haver uma maneira mais eficiente de fazer as coisas, Scrum é um livro instigante sobre o processo de liderança e gestão que está transformando a maneira como vivemos.

Instituições que adotaram o método Scrum já registraram ganhos de produtividade de até 1.200%. É por causa dele que a Amazon pode acrescentar um novo recurso em seu site todos os dias, que o Red River Army Depot, no Texas, consegue lançar utilitários blindados 39 vezes mais rápido e que o FBI finalmente criou um enorme banco de dados de rastreamento de terroristas.

Com base em insights de artes marciais, tomadas de decisão judicial, combate aéreo avançado, robótica e muitas outras disciplinas, o método Scrum é prático e fascinante.

Mas a razão mais importante para ler este livro é que ele pode ajudar você a alcançar o que os outros consideram inatingível - seja inventando uma tecnologia pioneira, planejando um novo sistema educacional, viabilizando um caminho para ajudar os mais pobres ou mesmo estabelecendo os alicerces para a sua família prosperar.

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SCRUM: a arte de fazer o dobro do trabalho na metade do tempo

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Compre online SCRUM: a arte de fazer o dobro do trabalho na metade do tempo, de Sutherland, Jeff, Sutherland, J.J. na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Sutherland, Jeff, Sutherland, J.J. com ótimos preços.

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Livro de aplicação prática baseado em Scrum: A arte de fazer o dobro do trabalho na metade do tempo
"Ao assumir o desafio de implementar o Scrum, eu mal sabia que ele se tornaria o antídoto para a desconfiança, a desunião, a burocracia e a falta de espírito de equipe e de pertencimento. Ler cada um dos tópicos deste livro foi como reviver nossa jornada." - David Frazee, 3M

O Scrum é a arma secreta por trás de algumas das empresas mais bem-sucedidas da atualidade.

Google, Facebook, Amazon e Apple usam esse método de gerenciamento de projetos para impulsionar inovações incrivelmente rápidas mantendo o foco nos clientes e no aprimoramento contínuo.

Em seu primeiro livro, Scrum: A arte de fazer o dobro do trabalho na metade do tempo, J. J. Sutherland expôs a estrutura do Scrum, aplicada por quase todas as atuais líderes em tecnologia.

Agora, ele se baseia em sua vasta experiência prática para nos mostrar como lidar com os desafios e as oportunidades que as organizações enfrentam na era da disrupção.

Em seus exemplos, fica claro que o Scrum pode ser implementado com sucesso em diferentes projetos e em variados setores: de fabricantes de automóveis na Europa a organizações sem fins lucrativos na África, de empreiteiras nos Estados Unidos a empresas de exploração de petróleo e gás na América do Sul.

O resultado é um livro claro e objetivo que tornará seus negócios mais lucrativos e suas equipes mais produtivas e felizes.

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Livro de aplicação prática baseado em Scrum: A arte de fazer o dobro do trabalho na metade do tempo "Ao assumir o desafio de implementar o Scrum, eu mal sabia que ele se tornaria o antídoto para a desconfiança, a desunião, a burocracia e a falta de espírito de equipe e de pertencimento.

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In a world of unrelenting change and unprecedented challenges, we need organizations that are resilient and daring.
Unfortunately, most organizations, overburdened by bureaucracy, are sluggish and timid. In the age of upheaval, top-down power structures and rule-choked management systems are a liability. They crush creativity and stifle initiative. As leaders, employees, investors, and citizens, we deserve better. We need organizations that are bold, entrepreneurial, and as nimble as change itself. Hence this book.

In Humanocracy, Gary Hamel and Michele Zanini make a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Humanocracy lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them.

Critical building blocks include:

Motivation: Rallying colleagues to the challenge of busting bureaucracy
Models: Leveraging the experience of organizations that have profitably challenged the bureaucratic status quo
Mindsets: Escaping the industrial age thinking that frustrates progress
Mobilization: Activating a pro-change coalition to hack outmoded management systems and processes
Migration: Embedding the principles of humanocracy-ownership, markets, meritocracy, community, openness, experimentation, and paradox-in your organization's DNA

If you've finally run out of patience with bureaucratic bullshit . . .
If you want to build an organization that can outrun change . . .
If you're committed to giving every team member the chance to learn, grow, and contribute . . .
. . . then this book's for you.

Whatever your role or title, Humanocracy will show you how to launch an unstoppable movement to equip and empower everyone in your organization to be their best and to do their best. The ultimate prize: an organization that's fit for the future and fit for human beings.

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Humanocracy: Creating Organizations as Amazing as the People Inside Them

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Compre online Humanocracy: Creating Organizations as Amazing as the People Inside Them, de Hamel, Gary, Zanini, Michele na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Hamel, Gary, Zanini, Michele com ótimos preços.

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The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century

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Compre online The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century, de Denning, Stephen na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Denning, Stephen com ótimos preços.

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We are at the genesis of a new age -- the age of Agile. It's an exhilarating time, because unprecedented change can happen nearly overnight. Why? Because a truly "agile" organization connects everyone and everything . . . all the time. It is capable of delivering instant, intimate, frictionless value on a large scale. But how? How can a complex company such as Ericsson, Barclays, Fidelity Investments, or Microsoft jump into new initiatives with the nimbleness of an athlete? How can large organizations act like small entrepreneurs? In The Age of Agile, you will learn the principles and techniques that make up Agile management. Originally developed in the software industry, this flexible approach to management has been refined and molded to function powerfully in industry after industry: technology, manufacturing, pharmaceuticals, health, telecommunications, aircraft, automobiles--nearly any field. The Age of Agile unpacks the groundbreaking ideas and practices that are remaking the very foundations of business. Agile isn't simply a new "process" to be grafted onto current management practice. It is a fundamentally different concept -- a new mindset -- about the structure of your company . . . and how you must operate to succeed in today's world. Reporting from the frontlines, author Steve Denning takes you deep into the Agile management revolution. He provides specific, inspiring examples of how some of today's enlightened companies are leveraging the power of Agile, including firms such as: Airbnb, Amazon, Etsy, Facebook, Google, Lyft, Menlo Innovations, Saab, Samsung, Spotify, Tesla, Uber, and Warby Parker. Drawing on lessons learned from these bold companies and his own ongoing practice, Denning demystifies Agile by providing three "laws" that make it practical and clear: - The Law of the Small Team shows how to operate in a "VUCA" world (Volatility, Uncertainty, Complexity, Ambiguity). Using this law, difficult problems are split into manageable batches and performed by small cross-functional, self-governing teams, working iteratively in short cycles, with fast feedback from customers and end-users. - The Law of the Customer flows from the epic shift in power in the marketplace from seller to buyer, and the need for firms to radically accelerate their ability to make decisions and change direction in light of unexpected events and new customer demands. It amounts to a Copernican revolution in management. - The Law of the Network (the linchpin of Agile) illustrates what's involved in making the entire organization Agile. Becoming "agile" is a continuing journey, not a finite accomplishment. You'll know your company has joined the fray when its goal has shifted from creating profits to creating delighted customers. And you'll find that not focusing on "making money" . . . makes more money. Stephen Denning is a renowned Agile advocate who serves on the advisory board of the Drucker Forum. He is a former World Bank executive and author of several books including The Leader's Guide to Radical Management.

BUSINESS LEADERS PRAISE THE AGE OF AGILE " The Age of Agile is an indispensable guide to building an organization that can thrive in a world of unrelenting change."-- Gary Hamel, Professor, London Business School, and Director, MLab " The Age of Agile should be a go-to reference for navigating the transient advantage economy."-- Rita Gunther McGrath, Professor, Columbia Business School " The Age of Agile vividly demonstrates why an organization needs a new manage-ment paradigm to thrive in a world of rapid and continuous change." -- W. Chan Kim, The BCG Professor of Strategy at INSEAD and New York Times bestselling coauthor of Blue Ocean Strategy and Blue Ocean Shift "This eye-opening book challenges us to think, not just about which technologies will shape the future, but about which organizations will be able to handle -- and develop -- them."-- Carlota Perez, author of Technological Revolutions and Financial Capital " The Age of Agile demystifies a fuzzy topic, delivers a stinging critique of flawed management practices, provides practical advice, and is an enjoyable read. A great book."-- Scott Anthony, Managing Partner of Innosight and lead author of Dual Transformation " The Age of Agile provides a compelling and actionable overview of the new mindset that will create significant new value."-- John Hagel, Co-Chairman of the Deloitte Center for the Edge

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The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done

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Compre online The Age of Agile: How Smart Companies Are Transforming the Way Work Gets Done, de Denning, Stephen na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Denning, Stephen com ótimos preços.

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Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly.

Snowden and Boone have formed a new perspective on leadership and decision making that's based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts:

Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Often, the right answer is self-evident. In this realm of "known knowns," leaders must first assess the facts of a situation-that is, "sense" it-then categorize and respond to it.

Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. This is the realm of "known unknowns." Here, leaders must sense, analyze, and respond.

In a complex context, right answers can't be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. This is the realm of "unknown unknowns," where much of contemporary business operates. Leaders in this context need to probe first, then sense, and then respond.

In a chaotic context, searching for right answers is pointless. The relationships between cause and effect are impossible to determine because they shift constantly and no manageable patterns exist. This is the realm of unknowables (the events of September 11, 2001, fall into this category). In this domain, a leader must first act to establish order, sense where stability is present, and then work to transform the situation from chaos to complexity.

The fifth context, disorder, applies when it is unclear which of the other four contexts is predominant. The way out is to break the situation into its constituent parts and assign each to one of the other four realms. Leaders can then make decisions and intervene in contextually appropriate ways.

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A Leader's Framework for Decision Making

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Reprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it-and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that's based on complexity science.

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Idea in Brief

The Problem

Agile methods such as scrum, kanban, and lean development are spreading beyond IT to other functions. Although some companies are scoring big improvements in productivity, speed to market, and customer and employee satisfaction, others are struggling.

The Root Cause

Leaders don't really understand agile. As a result, they unwittingly continue to employ conventional management practices that undermine agile projects.

The Solution

Learn the basics of agile. Understand the conditions in which it does or doesn't work. Start small and let it spread organically. Allow "master" teams to customize it. Employ agile at the top. Destroy the barriers to agile behaviors.

Agile innovation methods have revolutionized information technology. Over the past 25 to 30 years they have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams.

Now agile methodologies-which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management-are spreading across a broad range of industries and functions and even into the C-suite. National Public Radio employs agile methods to create new programming. John Deere uses them to develop new machines, and Saab to produce new fighter jets. Intronis, a leader in cloud backup services, uses them in marketing. C.H. Robinson, a global third-party logistics provider, applies them in human resources. Mission Bell Winery uses them for everything from wine production to warehousing to running its senior leadership group. And GE relies on them to speed a much-publicized transition from 20th-century conglomerate to 21st-century "digital industrial company." By taking people out of their functional silos and putting them in self-managed and customer-focused multidisciplinary teams, the agile approach is not only accelerating profitable growth but also helping to create a new generation of skilled general managers.

The spread of agile raises intriguing possibilities. What if a company could achieve positive returns with 50% more of its new-product introductions? What if marketing programs could generate 40% more customer inquiries? What if human resources could recruit 60% more of its highest-priority targets? What if twice as many workers were emotionally engaged in their jobs? Agile has brought these levels of improvement to IT. The opportunity in other parts of the company is substantial.

But a serious impediment exists. When we ask executives what they know about agile, the response is usually an uneasy smile and a quip such as "Just enough to be dangerous." They may throw around agile-related terms ("sprints," "time boxes") and claim that their companies are becoming more and more nimble. But because they haven't gone through training, they don't really understand the approach. Consequently, they unwittingly continue to manage in ways that run counter to agile principles and practices, undermining the effectiveness of agile teams in units that report to them.

These executives launch countless initiatives with urgent deadlines rather than assign the highest priority to two or three. They spread themselves and their best people across too many projects. They schedule frequent meetings with members of agile teams, forcing them to skip working sessions or send substitutes. Many of them become overly involved in the work of individual teams. They talk more than listen. They promote marginal ideas that a team has previously considered and back-burnered. They routinely overturn team decisions and add review layers and controls to ensure that mistakes aren't repeated. With the best of intentions, they erode the benefits that agile innovation can deliver.

Further Reading

Innovation Digital Article

IT's most famous idea didn't start in IT.

Innovation is what agile is all about. Although the method is less useful in routine operations and processes, these days most companies operate in highly dynamic environments. They need not just new products and services but also innovation in functional processes, particularly given the rapid spread of new software tools. Companies that create an environment in which agile flourishes find that teams can churn out innovations faster in both those categories.

From our work advising and studying such companies, we have discerned six crucial practices that leaders should adopt if they want to capitalize on agile's potential.

1. Learn How Agile Really Works

Some executives seem to associate agile with anarchy (everybody does what he or she wants to), whereas others take it to mean "doing what I say, only faster." But agile is neither. (See the sidebar "Agile Values and Principles.") It comes in several varieties, which have much in common but emphasize slightly different things. They include scrum, which emphasizes creative and adaptive teamwork in solving complex problems; lean development, which focuses on the continual elimination of waste; and kanban, which concentrates on reducing lead times and the amount of work in process. One of us (Jeff Sutherland) helped develop the scrum methodology and was inspired to do so in part by "The New New Product Development Game," a 1986 HBR article coauthored by another of us (Hirotaka Takeuchi). Because scrum and its derivatives are employed at least five times as often as the other techniques, we will use its methodologies to illustrate agile practices.

There are at least a dozen agile innovation methodologies, which share values and principles but differ in their emphases. Experts often combine various approaches. Here are three of the most popular forms and the contexts in which each works best.

Guiding Principles

Empower creative, cross-functional teams

Visualize workflows and limit work in process

Eliminate waste from the system as a whole

Favorable Conditions for Adoption

Creative cultures with high levels of trust and collaboration, or

Radical innovation teams that want to change their working environment

Process-oriented cultures that prefer evolutionary improvements with few prescribed practices

Process-oriented cultures that prefer evolutionary improvements with overarching values but no prescribed practices

Prescribed Roles

Initiative owners responsible for rank ordering team priorities and delivering value to customers and the business

Process facilitators who guide the work process

Small, cross-functional, innovation teams

None

None

Prescribed Work Rules

Five events:
Sprint planning to prepare for the next round of work

Fixed time sprints of consistent duration (1-4 weeks) to create a potentially releasable product increment

Daily stand-ups of 15 minutes to review progress and surface impediments

Sprint reviews that inspect the new working increment

Sprint retrospectives for the team to inspect and improve itself

Three deliverables (or "artifacts"):
Portfolio backlog, a fluid and rank-ordered list of potential innovation features

Sprint backlog, the subset of portfolio backlog items selected for completion in the next sprint

Releasable working increments

Start with what you do now

Visualize workflows and stages

Limit the work in process at each development stage

Measure and improve cycle times

None

Approach to Cultural Change

Quickly adopt minimally prescribed practices, even if they differ substantially from those in the rest of the organization

Master prescribed practices and then adapt them through experimentation

Respect current structures and processes

Increase visibility into workflows

Encourage gradual, collaborative changes

Respect current structures and processes

Stress agile values throughout the organization while minimizing organizational resistance

Advantages

Facilitates radical breakthroughs while (unlike skunkworks) retaining the benefits of operating as part of the parent organization

Delivers the most valuable innovations earliest

Rapidly increases team happiness

Builds general management skills

Avoids clashes with the parent organization's culture

Maximizes the contributions of team members through flexible team structures and work cycles

Facilitates rapid responses to urgent issues through flexible work cycles

Optimizes the system as a whole and engages the entire organization

Provides the ultimate flexibility in customizing work practices

Challenges

Leaders may struggle to prioritize initiatives and relinquish control to self-managing teams

New matrix-management skills are required to coordinate dozens or hundreds of multi-disciplinary teams

Fixed iteration times may not be suitable for some problems (especially those that arise on a daily basis)

Some team members may be underutilized in certain sprint cycles

Practitioners must figure out how best to apply most agile values and principles

Wide variation in practices can complicate the prioritization of initiatives and coordination among teams

When initiatives don't succeed, it can be hard to determine whether teams selected the wrong tools or used the right tools in the wrong ways

Novices trying to change behaviors may find the lack of prescriptive methodologies frustrating

Evolutionary improvements can make radical breakthroughs less likely and major improvements less rapid

Leaders need to make the grind of continuously eliminating waste feel inspirational and fun

Source Darrell K. Rigby, Jeff Sutherland, and Hirotaka Takeuchi
From "Embracing Agile," April 2016

The fundamentals of scrum are relatively simple. To tackle an opportunity, the organization forms and empowers a small team, usually three to nine people, most of whom are assigned full-time. The team is cross-functional and includes all the skills necessary to complete its tasks. It manages itself and is strictly accountable for every aspect of the work.

The team's "initiative owner" (also known as a product owner) is ultimately responsible for delivering value to customers (including internal customers and future users) and to the business. The person in this role usually comes from a business function and divides his or her time between working with the team and coordinating with key stakeholders: customers, senior executives, and business managers. The initiative owner may use a technique such as design thinking or crowdsourcing to build a comprehensive "portfolio backlog" of promising opportunities. Then he or she continually and ruthlessly rank-orders that list according to the latest estimates of value to internal or external customers and to the company.

The initiative owner doesn't tell the team who should do what or how long tasks will take. Rather, the team creates a simple road map and plans in detail only those activities that won't change before execution. Its members break the highest-ranked tasks into small modules, decide how much work the team will take on and how to accomplish it, develop a clear definition of "done," and then start building working versions of the product in short cycles (less than a month) known as sprints. A process facilitator (often a trained scrum master) guides the process. This person protects the team from distractions and helps it put its collective intelligence to work.

The process is transparent to everyone. Team members hold brief daily "stand-up" meetings to review progress and identify roadblocks. They resolve disagreements through experimentation and feedback rather than endless debates or appeals to authority. They test small working prototypes of part or all of the offering with a few customers for short periods of time. If customers get excited, a prototype may be released immediately, even if some senior executive isn't a fan, or others think it needs more bells and whistles. The team then brainstorms ways to improve future cycles and prepares to attack the next top priority.

In 2001, 17 rebellious software developers (including Jeff Sutherland) met in Snowbird, Utah, to share ideas for improving traditional "waterfall" development, in which detailed requirements and execution plans are created up front and then passed sequentially from function to function. This approach worked fine in stable environments, but not when software markets began to change rapidly and unpredictably. In that scenario, product specifications were outdated by the time the software was delivered to customers, and developers felt oppressed by bureaucratic procedures.

The rebels proposed four new values for developing software, described principles to guide adherence to those values, and dubbed their call to arms "The Agile Manifesto." To this day, development frameworks that follow these values and principles are known as agile techniques.

Here is an adapted version of the manifesto:

People Over Processes and Tools

Projects should be built around motivated individuals who are given the support they need and trusted to get the job done. Teams should abandon the assembly-line mentality in favor of a fun, creative environment for problem solving, and should maintain a sustainable pace. Employees should talk face-to-face and suggest ways to improve their work environment. Management should remove impediments to easier, more fruitful collaboration.

Working Prototypes Over Excessive Documentation

Innovators who can see their results in real market conditions will learn faster, be happier, stay longer, and do more-valuable work. Teams should experiment on small parts of the product with a few customers for short periods, and if customers like them, keep them. If customers don't like them, teams should figure out fixes or move on to the next thing. Team members should resolve arguments with experiments rather than endless debates or appeals to authority.

Respond to Change Rather Than Follow a Plan

Most detailed predictions and plans of conventional project management are a waste of time and money. Although teams should create a vision and plan, they should plan only those tasks that won't have changed by the time they get to them. And people should be happy to learn things that alter their direction, even late in the development process. That will put them closer to the customer and make for better results.

Customer Collaboration Over Rigid Contracts

Time to market and cost are paramount, and specifications should evolve throughout the project, because customers can seldom predict what they will actually want. Rapid prototyping, frequent market tests, and constant collaboration keep work focused on what they will ultimately value.

Compared with traditional management approaches, agile offers a number of major benefits, all of which have been studied and documented. It increases team productivity and employee satisfaction. It minimizes the waste inherent in redundant meetings, repetitive planning, excessive documentation, quality defects, and low-value product features. By improving visibility and continually adapting to customers' changing priorities, agile improves customer engagement and satisfaction, brings the most valuable products and features to market faster and more predictably, and reduces risk. By engaging team members from multiple disciplines as collaborative peers, it broadens organizational experience and builds mutual trust and respect. Finally, by dramatically reducing the time squandered on micromanaging functional projects, it allows senior managers to devote themselves more fully to higher-value work that only they can do: creating and adjusting the corporate vision; prioritizing strategic initiatives; simplifying and focusing work; assigning the right people to tasks; increasing cross-functional collaboration; and removing impediments to progress.

2. Understand Where Agile Does or Does Not Work

Agile is not a panacea. It is most effective and easiest to implement under conditions commonly found in software innovation: The problem to be solved is complex; solutions are initially unknown, and product requirements will most likely change; the work can be modularized; close collaboration with end users (and rapid feedback from them) is feasible; and creative teams will typically outperform command-and-control groups.

In our experience, these conditions exist for many product development functions, marketing projects, strategic-planning activities, supply-chain challenges, and resource allocation decisions. They are less common in routine operations such as plant maintenance, purchasing, sales calls, and accounting. And because agile requires training, behaviorial change, and often new information technologies, executives must decide whether the anticipated payoffs will justify the effort and expense of a transition.

Conditions

Favorable

Unfavorable

Market Environment

Customer preferences and solution options change frequently.

Market conditions are stable and predictable.

Customer Involvement

Close collaboration and rapid feedback are feasible.

Customers know better what they want as the process progresses.

Requirements are clear at the outset and will remain stable.

Customers are unavailable for constant collaboration.

Innovation Type

Problems are complex, solutions are unknown, and the scope isn't clearly defined. Product specifications may change. Creative breakthroughs and time to market are important.

Cross-functional collaboration is vital.

Similar work has been done before, and innovators believe the solutions are clear. Detailed specifications and work plans can be forecast with confidence and should be adhered to. Problems can be solved sequentially in functional silos.

Modularity of Work

Incremental developments have value, and customers can use them.
Work can be broken into parts and conducted in rapid, iterative cycles.

Late changes are manageable.

Customers cannot start testing parts of the product until everything is complete.

Late changes are expensive or impossible.

Impact of Interim Mistakes

They provide valuable learning.

They may be catastrophic.

Agile innovation also depends on having a cadre of eager participants. One of its core principles is "Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done." When the majority of a company, a function, or a team chooses to adopt agile methodologies, leaders may need to press the holdouts to follow suit or even replace them. But it's better to enlist passionate volunteers than to coerce resisters.

OpenView Venture Partners, a firm that has invested in about 30 companies, took this path. Having learned about agile from some of the companies in its portfolio, Scott Maxwell, the firm's founder, began using its methodologies at the firm itself. He found that they fit some activities more easily than others. Agile worked well for strategic planning and marketing, for instance, where complex problems can often be broken into modules and cracked by creative multidisciplinary teams. That wasn't the case for selling: Any sales call can change a representative's to-do list on the spot, and it would be too complicated and time-consuming to reassemble the sales team, change the portfolio backlog, and reassign accounts every hour.

Maxwell provided the companies in OpenView's portfolio with training in agile principles and practices and let them decide whether to adopt the approach. Some of them immediately loved the idea of implementing it; others had different priorities and decided to hold off. Intronis was one fan. Its marketing unit at the time relied on an annual plan that focused primarily on trade shows. Its sales department complained that marketing was too conservative and not delivering results. So the company hired Richard Delahaye, a web developer turned marketer, to implement agile. Under his guidance the marketing team learned, for example, how to produce a topical webinar in a few days rather than several weeks. (A swiftly prepared session on CryptoLocker malware attracted 600 registrants-still a company record.) Team members today continue to create calendars and budgets for the digital marketing unit, but with far less line-item detail and greater flexibility for serendipitous developments. The sales team is much happier.

3. Start Small and Let the Word Spread

Large companies typically launch change programs as massive efforts. But the most successful introductions of agile usually start small. They often begin in IT, where software developers are likely to be familiar with the principles. Then agile might spread to another function, with the original practitioners acting as coaches. Each success seems to create a group of passionate evangelists who can hardly wait to tell others in the organization how well agile works.

The adoption and expansion of agile at John Deere, the farm equipment company, provides an example. George Tome, a software engineer who had become a project manager within Deere's corporate IT group, began applying agile principles in 2004 on a low-key basis. Gradually, over several years, software development units in other parts of Deere began using them as well. This growing interest made it easier to introduce the methodology to the company's business development and marketing organizations.

In 2012 Tome was working as a manager in the Enterprise Advanced Marketing unit of the R&D group responsible for discovering technologies that could revolutionize Deere's offerings. Jason Brantley, the unit head, was concerned that traditional project management techniques were slowing innovation, and the two men decided to see whether agile could speed things up. Tome invited two other unit managers to agile training classes. But all the terminology and examples came from software, and to one of the managers, who had no software background, they sounded like gibberish. Tome realized that others would react the same way, so he tracked down an agile coach who knew how to work with people without a software background. In the past few years he and the coach have trained teams in all five of the R&D group's centers. Tome also began publishing weekly one-page articles about agile principles and practices, which were e-mailed to anyone interested and later posted on Deere's Yammer site. Hundreds of Deere employees joined the discussion group. "I wanted to develop a knowledge base about agile that was specific to Deere so that anyone within the organization could understand it," Tome says. "This would lay the foundation for moving agile into any part of the company."

Using agile techniques, Enterprise Advanced Marketing has significantly compressed innovation project cycle times-in some cases by more than 75%. One example is the development in about eight months of a working prototype of a new "machine form" that Deere has not yet disclosed. "If everything went perfectly in a traditional process," Brantley says, "it would be a year and a half at best, and it could be as much as two and a half or three years." Agile generated other improvements as well. Team engagement and happiness in the unit quickly shot from the bottom third of companywide scores to the top third. Quality improved. Velocity (as measured by the amount of work accomplished in each sprint) increased, on average, by more than 200%; some teams achieved an increase of more than 400%, and one team soared 800%.

Success like this attracts attention. Today, according to Tome, in almost every area at John Deere someone is either starting to use agile or thinking about how it could be used.

4. Allow "Master" Teams to Customize Their Practices

Japanese martial arts students, especially those studying aikido, often learn a process called shu-ha-ri. In the shu state they study proven disciplines. Once they've mastered those, they enter the ha state, where they branch out and begin to modify traditional forms. Eventually they advance to ri, where they have so thoroughly absorbed the laws and principles that they are free to improvise as they choose.

Mastering agile innovation is similar. Before beginning to modify or customize agile, a person or team will benefit from practicing the widely used methodologies that have delivered success in thousands of companies. For instance, it's wise to avoid beginning with part-time assignment to teams or with rotating membership. Empirical data shows that stable teams are 60% more productive and 60% more responsive to customer input than teams that rotate members.

Further Reading

Managing People Feature

The Toyota principles can be applied in operations involving expertise.

Over time, experienced practitioners should be permitted to customize agile practices. For example, one principle holds that teams should keep their progress and impediments constantly visible. Originally, the most popular way of doing this was by manually advancing colored sticky notes from the "to-do" column to "doing" to "done" on large whiteboards (known as kanban boards). Many teams are still devoted to this practice and enjoy having nonmembers visit their team rooms to view and discuss progress. But others are turning to software programs and computer screens to minimize input time and allow the information to be shared simultaneously in multiple locations.

A key principle guides this type of improvisation: If a team wants to modify particular practices, it should experiment and track the results to make sure that the changes are improving rather than reducing customer satisfaction, work velocity, and team morale.

Spotify, the music-streaming company, exemplifies an experienced adapter. Founded in 2006, the company was agile from birth, and its entire business model, from product development to marketing and general management, is geared to deliver better customer experiences through agile innovation. But senior leaders no longer dictate specific practices; on the contrary, they encourage experimentation and flexibility as long as changes are consistent with agile principles and can be shown to improve outcomes. As a result, practices vary across the company's 70 "squads" (Spotify's name for agile innovation teams) and its "chapters" (the company term for functional competencies such as user interface development and quality testing). Although nearly every squad consists of a small cross-functional team and uses some form of visual progress tracking, ranked priorities, adaptive planning, and brainstorming sessions on how to improve the work process, many teams omit the "burndown" charts (which show work performed and work remaining) that are a common feature of agile teams. Nor do they always measure velocity, keep progress reports, or employ the same techniques for estimating the time required for a given task. These squads have tested their modifications and found that they improve results.

5. Practice Agile at the Top

Some C-suite activities are not suited to agile methodologies. (Routine and predictable tasks-such as performance assessments, press interviews, and visits to plants, customers, and suppliers-fall into this category.) But many, and arguably the most important, are. They include strategy development and resource allocation, cultivating breakthrough innovations, and improving organizational collaboration. Senior executives who come together as an agile team and learn to apply the discipline to these activities achieve far-reaching benefits. Their own productivity and morale improve. They speak the language of the teams they are empowering. They experience common challenges and learn how to overcome them. They recognize and stop behaviors that impede agile teams. They learn to simplify and focus work. Results improve, increasing confidence and engagement throughout the organization.

A number of companies have reallocated 25% or more of selected leaders' time from functional silos to agile leadership teams. These teams rank-order enterprisewide portfolio backlogs, establish and coordinate agile teams elsewhere in the organization to address the highest priorities, and systematically eliminate barriers to their success. Here are three examples of C-suites that took up agile:

1. Catching up with the troops.

Systematic, a 525-employee software company, began applying agile methodologies in 2005. As they spread to all its software development teams, Michael Holm, the company's CEO and cofounder, began to worry that his leadership team was hindering progress. "I had this feeling that I was saying, 'Follow me-I'm just behind you,'" he told us. "The development teams were using scrum and were doing things differently, while the management team was stuck doing things the same old-fashioned way"-moving too slowly and relying on too many written reports that always seemed out-of-date. So in 2010 Holm decided to run his nine-member executive group as an agile team.

The team reprioritized management activities, eliminating more than half of recurring reports and converting others to real-time systems while increasing attention to business-critical items such as sales proposals and customer satisfaction. The group started by meeting every Monday for an hour or two but found the pace of decision making too slow. So it began having daily 20-minute stand-ups at 8:40 am to discuss what members had done the day before, what they would do that day, and where they needed help. More recently the senior team began to use physical boards to track its own actions and the improvements coming from the business units. Other functions, including HR, legal, finance, and sales, now operate in much the same way.

2. Speeding a corporate transition.

In 2015 General Electric rebranded itself as a "digital industrial company," with a focus on digitally enabled products. Part of the transformation involved creating GE Digital, an organizational unit that includes all 20,000-plus of the company's software-related employees. Brad Surak, who began his career as a software engineer and is now GE Digital's COO, was intimately familiar with agile. He piloted scrum with the leadership team responsible for developing industrial internet applications and then, more recently, began applying it to the new unit's management processes, such as operating reviews. Surak is the initiative owner, and an engineering executive is the scrum master. Together they have prioritized backlog items for the executive team to address, including simplifying the administrative process that teams follow to acquire hardware and solving knotty pricing issues for products requiring input from multiple GE businesses.

Agile Alliance: For guides to agile practices, links to "The Agile Manifesto," and training videos

Scrum Alliance: For a "Scrum Guide," conference presentations and videos, and the "State of Scrum" research report

ScrumLab Open: For training presentations, videos, webinars, and published papers

Annual State of Agile Survey: For key statistics such as usage rates, customer benefits, barriers to adoption and success, and specific practices used

The scrum team members run two-week sprints and conduct stand-up meetings three times a week. They chart their progress on a board in an open conference room where any employee can see it. Surak says, "It takes the mystery out of what executives do every day. Our people want to know if we are in tune with what they care about as employees." The team collects employee happiness surveys, conducts root cause analysis on the impediments to working more effectively, and reports back to people throughout the organization, saying (in effect), "We heard you. Here is how we will improve things." Surak believes that this shows the organization that "executives work in the same ways as engineers," increasing employee motivation and commitment to agile practices.

3. Aligning departments and functions on a common vision.

Erik Martella, the vice president and general manager of Mission Bell Winery, a production facility of Constellation Brands, introduced agile and helped it spread throughout the organization. Leaders of each department served as initiative owners on the various agile teams within their departments. Those individual teams achieved impressive results, but Martella worried that their time was being spread too thin and that department and enterprise priorities weren't always aligned. He decided to pull department leaders into an executive agile team focused on the enterprise initiatives that held the greatest value and the greatest opportunity for cross-functional collaboration, such as increasing process flows through the warehouse.

The team is responsible for building and continually refining the backlog of enterprise priorities, ensuring that agile teams are working on the right problems and have sufficient resources. Team members also protect the organization from pet projects that don't deserve high priority. For instance, shortly after Martella started implementing agile, he received an e-mail from a superior in Constellation's corporate office suggesting that the winery explore a personal passion of the sender. Previously, Martella might have responded, "OK, we'll jump right on it." Instead, he replied that the winery was following agile principles: The idea would be added to the list of potential opportunities and prioritized. As it happened, the executive liked the approach-and when he was informed that his suggestion had been assigned a low priority, he readily accepted the decision.

Working on agile teams can also help prepare functional managers-who rarely break out of their silos in today's overspecialized organizations-for general management roles. It exposes them to people in other disciplines, teaches collaborative practices, and underscores the importance of working closely with customers-all essential for future leaders.

6. Destroy the Barriers to Agile Behaviors

Research by Scrum Alliance, an independent nonprofit with 400,000-plus members, has found that more than 70% of agile practitioners report tension between their teams and the rest of the organization. Little wonder: They are following different road maps and moving at different speeds.

Here's a telling example: A large financial services company we examined launched a pilot to build its next mobile app using agile methodologies. Of course, the first step was to assemble a team. That required a budget request to authorize and fund the project. The request went into the batch of submissions vying for approval in the next annual planning process. After months of reviews, the company finally approved funding. The pilot produced an effective app that customers praised, and the team was proud of its work. But before the app was released, it had to pass vulnerability testing in a traditional "waterfall" process (a protracted sequence in which the computer code is tested for documentation, functionality, efficiency, and standardization), and the queue for the process was long. Then the app had to be integrated into core IT systems-which involved another waterfall process with a six-to-nine-month logjam. In the end, the total time to release improved very little.

Further Reading

Human resource management Magazine Article

The Toyota story has been intensively researched and painstakingly documented, yet what really happens inside the company remains a mystery. Here's new insight into the unspoken rules that give Toyota its competitive edge.

Here are some techniques for destroying such barriers to agile:

Get everyone on the same page.

Individual teams focusing on small parts of large, complex problems need to see, and work from, the same list of enterprise priorities-even if not all the teams responsible for those priorities are using agile processes. If a new mobile app is the top priority for software development, it must also be the top priority for budgeting, vulnerability testing, and software integration. Otherwise, agile innovations will struggle in implementation. This is a key responsibility of an executive team that itself practices agile.

Don't change structures right away; change roles instead.

Many executives assume that creating more cross-functional teams will necessitate major changes in organizational structure. That is rarely true. Highly empowered cross-functional teams do, by definition, need some form of matrix management, but that requires primarily that different disciplines learn how to work together simultaneously rather than separately and sequentially.

Name only one boss for each decision.

People can have multiple bosses, but decisions cannot. In an agile operating model it must be crystal clear who is responsible for commissioning a cross-functional team, selecting and replacing team members, appointing the team leader, and approving the team's decisions. An agile leadership team often authorizes a senior executive to identify the critical issues, design processes for addressing them, and appoint a single owner for each innovation initiative. Other senior leaders must avoid second-guessing or overturning the owner's decisions. It's fine to provide guidance and assistance, but if you don't like the results, change the initiative owner-don't incapacitate him or her.

Focus on teams, not individuals.

Studies by the MIT Center for Collective Intelligence and others show that although the intelligence of individuals affects team performance, the team's collective intelligence is even more important. It's also far easier to change. Agile teams use process facilitators to continually improve their collective intelligence-for example, by clarifying roles, teaching conflict resolution techniques, and ensuring that team members contribute equally. Shifting metrics from output and utilization rates (how busy people are) to business outcomes and team happiness (how valuable and engaged people are) also helps, as do recognition and reward systems that weight team results higher than individual efforts.

Lead with questions, not orders.

General George S. Patton Jr. famously advised leaders never to tell people how to do things: "Tell them what to do, and they will surprise you with their ingenuity." Rather than give orders, leaders in agile organizations learn to guide with questions, such as "What do you recommend?" and "How could we test that?" This management style helps functional experts grow into general managers, and it helps enterprise strategists and organizations evolve from silos battling for power and resources into collaborative cross-functional teams.

Agile innovation has revolutionized the software industry, which has arguably undergone more rapid and profound change than any other area of business over the past 30 years. Now it is poised to transform nearly every other function in every industry. At this point, the greatest impediment is not the need for better methodologies, empirical evidence of significant benefits, or proof that agile can work outside IT. It is the behavior of executives. Those who learn to lead agile's extension into a broader range of business activities will accelerate profitable growth.

A version of this article appeared in the May 2016 issue (pp.40-48, 50) of Harvard Business Review.

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Over the past 25 to 30 years, agile innovation methods have greatly increased success rates in software development, improved quality and speed to market, and boosted the motivation and productivity of IT teams. Now those methods are spreading across a broad range of industries and functions and even reaching into the C-suite.

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Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people.

It's time to end the myth of the complete leader, say the authors. Those at the top must come to understand their weaknesses as well as their strengths. Only by embracing the ways in which they are incomplete can leaders fill in the gaps in their knowledge with others' skills. The incomplete leader has the confidence and humility to recognize unique talents and perspectives throughout the organization-and to let those qualities shine.

The authors' work studying leadership over the past six years has led them to develop a framework of distributed leadership. Within that model, leadership consists of four capabilities: sensemaking, relating, "visioning," and inventing. Sensemaking involves understanding and mapping the context in which a company and its people operate. A leader skilled in this area can quickly identify the complexities of a given situation and explain them to others. The second capability, relating, means being able to build trusting relationships with others through inquiring (listening with intention), advocating (explaining one's own point of view), and connecting (establishing a network of allies who can help a leader accomplish his or her goals). Visioning, the third capability, means coming up with a compelling image of the future. It is a collaborative process that articulates what the members of an organization want to create. Finally, inventing involves developing new ways to bring that vision to life.

Rarely will a single person be skilled in all four areas. That's why it's critical that leaders find others who can offset their limitations and complement their strengths. Those who don't will not only bear the burden of leadership alone but will find themselves at the helm of an unbalanced ship.

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Reprint: R0702E Today's top executives are expected to do everything right, from coming up with solutions to unfathomably complex problems to having the charisma and prescience to rally stakeholders around a perfect vision of the future. But no one leader can be all things to all people.

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Scrum essencial: um guia prático para o mais popular processo ágil

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Compre online Scrum essencial: um guia prático para o mais popular processo ágil, de Rubin, Kenneth S. na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Rubin, Kenneth S. com ótimos preços.

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[PORTUGUESE] The power of business agility in law firms | Leandro Gonzales

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Mais de 80% dos executivos C-Level estão repensando em algum nível a forma de gerenciar suas organizações diante de cenários mais complexos e instáveis, segundo um estudo global da Accenture divulgado ontem (10). Realizado entre março e abril de 2021, o levantamento entrevistou 2.650 executivos C-Level (21% CEOs), de 20 setores e 18 países, incluindo o Brasil (4% da amostra).

Na análise que acompanha o levantamento, a Accenture avalia que à medida que os ambientes de negócios se tornam mais complexos, muitas empresas desenvolveram estruturas organizacionais de complexidade semelhante. No entanto, a maioria dessas estruturas foi construída para um mundo menos instável e mais uniforme - e não são capazes de responder aos desafios atuais, a rápidas mudanças e pós impactos da pandemia. Há um movimento, porém, de reorganizar essas estruturas, em torno de equipes multidisciplinares, menos hierarquias e onde as competências são centradas nos resultados do cliente.

No estudo, um quarto dos executivos C-Level afirmaram que suas empresas já adotaram uma estrutura organizacional mais horizontal, enquanto 64% disseram que estão em processo de mudança para um modelo não hierárquico.

Mudar para uma estrutura organizacional mais plana e que permite decisões mais rápidas requer uma atuação diferente para a alta liderança e diretoria, avalia a Accenture. Os líderes executivos passam a adotar uma mentalidade em que atendem os funcionários, em vez do contrário. "Definem o propósito organizacional, tomam decisões mais transversais e alocam capital para iniciativas importantes", diz a consultoria. No estudo, 71% dos executivos disseram que já descentralizaram ou planejam descentralizar a tomada de decisões.

Em outros tópicos de desafios abordados, mais de 70% dos executivos, na maioria dos 18 países pesquisados, disseram que estão estudando como integrar melhor os ambientes de trabalho (físico e virtual) para construir uma experiência "mais imersiva" de trabalho. Além disso, 63% disseram que os investidores não ficariam satisfeitos se eles cortassem investimentos que envolvem a agenda ESG em razão de projeções financeiras - mas apenas 39% relataram ter um comitê ou equivalente no board para monitorar o impacto da atuação da empresa em todos os stakeholders.

Entre "os sinais de mudança" que já estão desenhando negócios hoje, a Accenture aponta a revisão de espaços físicos, a maior demanda de consumidores por transparência e informações sobre como as empresas operam, os CEOs precisando responder a demandas de múltiplos stakeholders, principalmente diante do engajamento com a agenda ESG, o olhar mais ligado a métricas de emprego e ocupação de cargos na liderança para grupos subrepresentados (diversidade e inclusão). Também foram mencionados o retorno do profissional generalista, capaz de conectar áreas e habilidades para resolver soluções mais complexas, e uma revisão de custos fixos diante da digitalização.

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Empresas começam a migrar para estruturas menos hierárquicas

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Mais de 80% dos executivos C-Level estão repensando em algum nível a forma de gerenciar suas organizações diante de cenários mais complexos e instáveis, segundo um estudo global da Accenture divulgado ontem (10). Realizado entre março e abril de 2021, o levantamento entrevistou 2.650 executivos C-Level (21% CEOs), de 20 setores e 18 países, incluindo o Brasil (4% da amostra).

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Da Oralidade aos Algoritmos

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A Nau d’Dês é um hub de pensamento, aprendizado, ideias e network, que atua como plataforma de aceleração do conhecimento, com múltiplas abordagens, para ajudar os profissionais do mercado jurídico a entender o contexto das mudanças, dilemas da sociedade e redesenhar a prática e cultura jurídica.
Buscamos trazer um ambiente formado por pessoas com espírito inovador e de experiências online, a partir de aulas, minisséries, focus groups e DÊSafios.

Vivemos num mundo predominantemente fragmentador e hiperespecializado, que não consegue mais responder às demandas de uma sociedade  cada vez mais global, hiperconectada, dinâmica e, portanto, complexa. Para melhor compreendê-lo precisamos de um modo de pensar que nos permita ampliar o foco do zoom-in, do reducionismo e mecanicismo hoje prevalente, para o zoom-out, que admite contradições, paradoxos, a incerteza, a depender do contexto.

Por meio de cursos e eventos digitais queremos ampliar o debate de questões relevantes para o profissional jurídico que lida num cenário complexo, de rápidas mudanças e de intersecção com as tecnologias emergentes.

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Aula Aberta do Curso Advogado Ciborgue

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Creative Construction: The DNA of Sustained Innovation (English Edition)

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Compre Creative Construction: The DNA of Sustained Innovation (English Edition) de Pisano, Gary P. na Amazon.com.br. Confira também os eBooks mais vendidos, lançamentos e livros digitais exclusivos.

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Antifrágil (Nova edição): Coisas que se beneficiam com o caos

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Compre online Antifrágil (Nova edição): Coisas que se beneficiam com o caos, de Taleb, Nassim Nicholas, Marques, Renato, Foresti, Eduardo na Amazon. Frete GRÁTIS em milhares de produtos com o Amazon Prime. Encontre diversos livros escritos por Taleb, Nassim Nicholas, Marques, Renato, Foresti, Eduardo com ótimos preços.