Overwhelmed Managers – part 2.1: Motivation – the external self-concept

As we discussed in the prior article, Motivation can have many faces. In order to motivate our people it is not enough to tell people to work harder. Some day we work in environments, where

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Overwhelmed Managers – part 2: Swamped by different motivations

Within my engagements on supporting teams and management, people often ask me the same questions: How can I motivate my team? How can I engage them more for the product? How can I influence their

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Overwhelmed Managers – part 1: Making sense of today’s world

In the last article I described how managers are overwhelmed with the situation in today’s complex environment and described three different swamps and how this image might help to imagine a manager’s situation. The first

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Being Swamped – Challenges of Organizations in 21st century

In the last year I organized a course on Management in 21st century. I started the course with showing a similar picture as the one above. The participants expressed what they felt when seeing the

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Better management with less managers

We are all familiar with managing teams, which did not live up to their potential. We believed, that they are not motivated and they did not really engage in what we wanted to achieve. They

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Why external support can help

I do still remember, when I attended my first Certified Scrum Master Class. My then boss demanded to get external support. At that time I was using Scrum already for quite some time in my

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Prioritisation – where to start

How can I give a good prioritisation to get everything done? I wish, the day would have more than 24 hours. This is my third all-nighter this week. I have too many ideas for too

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The success of an adaptive organisation lies in it’s organisational structures

The premise of Agile frameworks is promising. “We are uncovering better ways of developing software by doing it and helping others do it”. I love to interpret that as doing better software while having fun.

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Art of maximizing the amount of work not done

“Simplicity–the art of maximizing the amount of work not done–is essential” The 10th principle of the Agile Manifesto is one of the most difficult one to understand. First of all the formulation is very cumbersome

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Start with the vision – where to start with an adaptive organisation

I came across an article published on Linkedin by Oleg Vishnepolsky, the Global CTO at DailyMail Online and Metro.Co.Uk, claiming, that agile does not work and it never did. He is claiming, that agile as a

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