RE: [scrumdevelopment] Re: Performance Reviews/Job Descriptions in an Agile Environment
- The literature on organisational re-engineering by Champy and others suggested that a radical approach was best - a complete eradication of the current situation and revolutionary implementation of the new. Not an evolutionary approach, a small step at a time.
Such a revolutionary approach demonstrates commitment to the new path forward. A 'small step at a time' is a hesitant and unconvinced approach.
But clearly most organisations are hesitant and unconvinced; GM for example. And look where that got them - private executive jets to Washington with their begging bowls carefully stashed in their embossed, monogrammed brief cases, and ultimately bankruptcy and the destruction of a once prominent organisation - 'What's good for GM is good for America' (did I get that the right way round?). So the revolutionary approach ultimatley had to prevail.
We have seen so many examples over the last 18 months of thousand dollar suits ultimately being seen as 'the emperor has no clothes' with the largest destruction of wealth in modern history, caused ultimately by those mega-salaried fools.
Date: Tue, 2 Jun 2009 10:05:51 +0200
Subject: Re: [scrumdevelopment] Re: Performance Reviews/Job Descriptions in an Agile Environment
2009/6/1 George Dinwiddie <lists@idiacomputing .com>:
> ran.nyman wrote:And one small step at a time, typically.
>> Hi Ilja,
>> Semco is excellent example how to change company. Sack most of
>> managers that are going to resist the change and build new culture
>> with new managers. Unfortunately that is not option for me;)
>> Would there be other way that is not so radical to get rid of PP&D
> Ran, change happens one person at a time.
> I recommend the AmplifyingThe book "Fearless Change" mit be of interest, too.
> Your Effectiveness conference (http://ayeconferenc e.com) for some
> approaches that might help you.
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- Hi Roy,
> Well, if there is no commitment, then that is the ultimate hesitancy. IfTrue.
> there is no commitment, small steps at a time will not happen anyway.
It's possible to generate commitment, though, and in my experience
often much easier to generate commitment to the next small experiment
than to a revolutionary overhaul.
That's not to say that I'm against revolutionary overhauls. I'd like
to be part of one at some point. I just don't see them happen very
often. And still, I do see change.