The management revolution 27March2024.pdf

The Management
Revolution
the truth,
the whole truth,
and nothing but the truth
MORE Executive SUCCESS In The Knowledge Economy
through timely humane effectiveness, ambidexterity, or adaptiveness
John Anthony Coleman
executive guide, product leader
author of Kanplexity, co-author of Kanban Guide
host of X-agility and agility island podcasts
*creator of MORE executive SUCCESS , the X-Effect
Not restricted by:
–Professional Scrum Trainer
–Professional Kanban Trainer
–Flight Levels Coach
–LeSS-Friendly Trainer
–Agile Kata Pro Trainer
@JohnColemanIRL
https://linktr.ee/johncolemanxagility
* coming soon

About me
executive guide, product
leader
Power Voice
Thinkers 360 and Leadershum
Flight Levels Coach,
ProKanban Professional
Kanban Trainer, Scrum.org
Professional Scrum Trainer,
LeSS Friendly Scrum Trainer,
Agile Kata Pro Trainer
author of Kanplexity™,
underpinned by Cynefin®
creator of Xagility™ co-author of Kanban Guide
Host of Xagility™ & Agility
Island podcasts
…

Bigger
achievements
• Scaled delivery rescue in a large complicated
organization: utility loyalty scheme
• Scaled delivery rescue in a large complicated
organization : banking system replacement
• People & change: big energy company
• Agility for non-software: big energy company
• Agility measurement: big energy company
• Blending discover and delivery for non-
software: large FMCG company

Bigger failures
• Agility where there was no appetite for
agility, where the sponsor was against
the change
• Client discontinued my contract after a
rescue too early

My mission for you, the
current or future executive
(or board member)
• Leave a “ding” on the planet
• Make a mark
• Be useful for society
• Create a system that makes you
remarkable

My mission for you
–store away this talk until
you’re ready to try it
• Leave a “ding” on the planet
• Make a mark
• Be useful for society
• Create a system that makes you
remarkable

“Build it and
they will
come”

“There are so many engagement models,
each with its own book and community,
with some of their thought leaders acting
like they have ‘the one truth.’
A blend is often needed, specific to the
context.”
anonymous

“We are being ruined by the best
efforts of people who are doing
the wrong thing.”
W. Edwards Deming
1900-1993
Photo, with permission, from The W. Edwards Deming
Institute®

iterative and
incremental
iterative [ it-uh-rey-tiv, -er-uh-tiv ]
adjective
relating to or noting a development strategy that
involves a cyclical process of refining or tweaking
the latest version or iteration of a product, process,
or idea to make a subsequent version
iteration [ it-uh-rey-shuhn ]
noun
the act of repeating; a repetition.
incremental [ in-kruh-men-tl, ing- ]
adjective
increasing or adding on, especially in a regular
series

agility - responsiveness
to market and societal
needs and wants
agile (product) development
[ aj-uhl duh-vel-uhp-muhnt, aj-ahyl ]
noun
a philosophy of modular development that
delivers multiple successive versions of a
working product that is improved after each
iteration and evolves based on empirical
evaluation of previous versions
agile [ aj-uhl, -ahyl ]
adjective
endeavoring to be quick, resourceful, and
adaptable (Joshua Kerievsky)
noun
an iterative and collaborative philosophy of
rapid product development and production;
sometimes and not necessarily Agile

adaptiveness -
responsiveness to market
and societal needs and
wants
adaptiveness [ əˈdæp.tɪv.nəs ]
noun
The quality of
being able to change to suit different conditions
example
Flexibility and adaptiveness
are important qualities in managers

ambidexterity –
balancing the short-
term and the long-term
ambidextrous [ am-bi-dek-struhs ]
adjective
1. able to use both hands equally well
2. unusually skillful; facile
ambidexterity [ am-bi-dek-ster-i-tee ]
Noun
1. ambidextrous ease, skill, or facility
2. unusual cleverness

Rogue ants
Some ants look for new food sources

evolution [ ev-uh-loo-shuhn ]
noun
any process of formation or growth; development
evolution in life
essentially means
survival

If Darwinism is about
survival…
Think of evolution in
product development as a
very strong attempt to
quantitatively and
qualitatively measure
results, changing the
design if necessary
noun
any process of formation or growth; development
empirical [ em-pir-i-kuhl ]
adjective
1. derived from or guided by direct experience or
by experiment, rather than abstract principles or
theory
2. depending upon experience or observation
alone, without using scientific method or theory,
and hence sometimes insufficiently authoritative,
especially as in medicine

If Darwinism is about
survival…
Think of evolution in
product development as a
very strong attempt to
quantitatively and
qualitatively measure
results, changing the
design if necessary
noun
any process of formation or growth;
development
quantitative [ kwon-ti-tey-tiv ]
adjective
of or relating to the describing or measuring
of quantity
qualitatively [ kwol-i-tey-tiv-lee ]
adverb
in a way that has to do with the
characteristics, properties, or attributes of
someone or something

timely humane
effectiveness
timely /ˈtaɪmli/
adjective
happening at exactly the right time
humane /hjuːˈmeɪn/ /hjuːˈmeɪn/
adjective
(approving) being kind towards people and
animals by making sure that they do not
suffer more than is necessary
effective /ɪˈfɛktɪv/
adjective
successful in producing a desired or
intended result

The gaps in top management
Performance
Culture –
ceiling lower than
needed, due to ill-
suited workflows,
processes, and
systems
01
Responsiveness -
to market and
societal needs
02
Emergence –
Ill-suited
predictive planning
in an uncertain
world
03
Engagement –
Treating people as
“resources”
04
Knowledge –
Need to be more
open to educate
your successors,
and our
successors’
successors
05

Performance ceiling
lower than needed,
due to ill-suited
workflows,
processes, and
systems
01

To raise the performance ceiling lower than needed, due to
ill-suited workflows, processes, and systems..
Regularly…
–Water
–Feed
–Weed
–Cultivate
–Adapt

Culture Gardening for Managers
THINK OF YOURSELF
AS A CULTURE AND
CLIMATE GARDENER
1
FOSTER OTHERS AND
THE ORGANIZATION
TO RISE TO THEIR
HIGHEST HEIGHTS
2
HELP ENSURE GOOD
AGILITY GROWS
3

Beyond Budgeting is proven to free organizations of
“command and control” cultures and improve performance
Beyond Budgeting Management Processes –
Copyright © 2023 Beyond Budgeting
1. Targets - Set directional, ambitious, and relative goals; avoid fixed and cascaded targets (181).
2. Forecasts - Make forecasting a lean and unbiased process; not rigid and political exercises (182).
3. Resource allocation - Foster a cost-conscious mindset and make resources available as needed. Plan and make (financial)
resources available as needed; not through detailed annual budget allocations (183).
4. Performance evaluation - Evaluate performance holistically to guide interventions; not based on measurement only and not
for rewards only (184).
5. Rewards - Reward shared success against the competition; not against fixed performance contracts (185).
6. Coordination (formerly Rhythm) - Organize management processes dynamically around business rhythms and events; not
around the calendar year only (180).

Beyond Budgeting Leadership Principles -
1. Purpose - Engage and inspire people around bold and noble causes; not around short-term ﬁnancial targets (174).
2. Values - Govern through shared values and sound judgment; not through detailed rules and regulations (175).
3. Transparency - Make information open for self-regulation, innovation, learning, and control; don’t restrict it (176).
4. Autonomy - Trust people with the freedom to act; don’t punish everyone if someone should abuse it (178).
5. Organization - Cultivate a strong sense of belonging and organize around accountable teams; avoid hierarchical control and
bureaucracy (177).
6. Customers - Connect everyone’s work with customer needs; avoid conﬂicts of interest (179).

Information
Sources for Culture
Gardening THINK OF YOURSELF AS A
CULTURE AND CLIMATE
GARDENER
FOSTER OTHERS AND THE
ORGANIZATION TO RISE TO
THEIR HIGHEST HEIGHTS
HELP ENSURE GOOD AGILITY
GROWS
1. Consider Beyond Budgeting (188, 193) as an
innovative way of running the organization
2. Into Agile or not, consider the Agile
Business Consortium's Leadership
Principles (225)
3. Consider 8 Trends from Corporate Rebels
(308)
Potential ↑capability, ↑adaptiveness, ↑humanity.
Copyright © 2017-2024 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-nd/4.0/legalcode and also described in summary form at
https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Timely Humane Effectiveness, Ambidexterity, or Agility – Reference Guide, you acknowledge that you have read and agree to be bound by
the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

Lack of
responsiveness
to the customers,
users, and other
critical
stakeholders
02
Long distance
between teams
and the
customers, users,
and other critical
stakeholders
02

As the executive, you have an active role in preparing the
ground for enterprise agility
Start with Why (2)
Check if your executive team is not
as aligned as you thought
Consider clarifying the formulation
of the change objectives and
quantifying the seemingly
unquantifiable (189) to crystallize
objectives
Clinically assess solution options
using value/cost ratio considering
option credibility over time from
the perspective of “wins this week”

Fill the Responsiveness
Gap – Visualize the work
Managing what you can't
"visualize" is tricky
– Jim Benson (creator of
Personal Kanban, Lean
Coffee)

Gap – Visualize the work
Solve visualization by:
1. being psychological-
safety in action
2. "visualizing" work with
intentional interactions
across silos
3. focusing on the highest
potential value and
minimize the number &
size of backlogs.
4. optimizing the flow of
potential value
5. restructuring the
organization (directly or
indirectly) for
adaptiveness

Gap – Optimize Flow
Optimize the flow pf potential
value and actualized value by:
1. Considering queueing theory
(258).
2. Considering flow-based
approaches at the value
stream or customer-oriented
product or service level.

Gap – Organize for the
flow of value
Organizing for ease of
management slows down
delivery:
○ Service organizations should
consider the Vanguard Method
(69)
○ Product organizations should
consider product-oriented and
organization design
approaches
Potential ↑learning, ↓switching-
cost, ↑flow-of-potential-value,
↑adaptiveness

Reduce distance,
improve flow
To deal with long distance between teams and the
customers
…
Consider virtual or actual organization redesigns

Predictive
planning in an
uncertain world
03

Assess
objectively
where you really
are
The work environment situation
might not be as advanced as you
think, under objective inspection

Embrace
complexity
To unlock thinking that we need predictive
planning in an uncertain world…
Use Cynefin® as your compass

Cynefin®
a sense-making
and leadership
decision making
framework

Empiricism in complexity
requires critical thinking
supported by:
1). Parallel “safe to fail experiments based on based on
–deductive thinking (logic)
–inductive thinking (inferences)
–abductive thinking (hunches)
–psychological safety
adjective
theory

supported by:
2). Fresh thinking (the opposite of groupthink)
– dissent welcomed
– requires different people deciding when to pivot/stop from
those who started the work (Annie Duke - Quit)
adjective
theory

supported by:
2). Fresh thinking (the opposite of groupthink)
– dissent welcomed
– requires different people deciding when to pivot/stop from
those who started the work (Annie Duke - Quit)
3). Exaptiveness
–trying solutions to old problems on a new problem
adjective
theory

Fill the Empiricism Gap
–Emergent Strategy
–Emergent Strategy Deployment
Use emergent strategy; solutions should be discovered by the
people closest to the problem. Consider strategy and strategy
deployment options, in particular Agile Strategy Deployment and
Estuarine Mapping.
Use a leadership decision-making compass; consider Cynefin®
(71, 187) to guide sense-making and decision-making or Kanplexity™
(64) as a jumping-off point.
Cocreate and coevolve clarity on the direction of travel. Consider
Value Planning (169, 168).

Consider a non-linear empirical
feedback loop
(Re) enter or (re) exit the loop at any
point
Be open to fresh
thinking and new
information

Consider a non-linear empirical
feedback loop
(Re) enter or (re) exit the loop at any
point
Be intentional about strategy
deployment, and let it emerge
Embrace learning
https://creativecommons.org/licenses/by-nc-nd/4.0/. By using Executive Success In The Knowledge Economy Through Timely Humane Effectiveness, Ambidexterity, or Agility – Reference Guide, you acknowledge that you have read and agree to be bound by the terms
of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative Commons.

Fill the
Empiricism Gap
–Make Space for Learning
For a meaningful direction of travel,
consider malleable goal-oriented models.
Use an empirical approach – be humble,
experiment safely in a direction, learn, and
improve. Try a "company bets" list and
smaller bets. Embrace discoveries and
abductive reasoning (203).
Get real. Add slack time (256) as it’s
needed. Go See (10) with customers and
teams.
Monitor for early detection of signs that
the change is unraveling.
Potential ↑wisdom, ↑quality-of-change,
↑disruption of others, ↓transaction-cost.

Treating people
as “resources”
04

Fill the
Engagement Gap
The imposition of change is unwise
○ With colleagues, get help, and select or
co-create an engagement model(s)
○ Be intentional about cognitive diversity
(227) and Diversity, Equity, and Inclusion
(226)
○ Be intentional about “customer
engagement”
Potential ↑quality-of-change, ↑engagement,
↑joy

Need to be more
open to educate your
successors,
and our successors’
successors
05

Close the Knowledge
Gap for you and your
successors
To support excellent decisions, seek a "goldilocks" zone of knowledge & skills on the
customer, "how work works," "Timely Humane Effectiveness" (THE), agility, or
ambidexterity.
○ Study "how work works," the Flaw of Averages (234), and the customer
○ Practice executive behavior options
○ Examine habit-forming approaches that support professionalism,
resilience, and playfulness
○ Learn. Think. Act. Arrange to prepare your successors with knowledge
and skills
Potential ↑change, ↑leadership, ↑joy, ↓transaction-cost

The “X-Effect”
behavior themes
Humane environment
Create leaders at every level
Demonstrate diversity and inclusion in action
Align workflows, processes, & systems with timely humane effectiveness, agility, or
ambidexterity
Scale respect, professionalism, trust, psychological safety, and cooperation
Happy people, happy customers, users, and other stakeholders
Employees are inspired and inspire others, including the customer and other stakeholders
Catalyze continual organizational changeability
Foster healthy communications and relationships
Focus on employee growth and make work-life better
Own cultivation of the organizational climate and culture
Flow
Balance priorities with organizational capacity
Create slack time (256) for invention, reinvention, collaboration, and cooperation
Cultivate psychological flow, where work is effortless, enjoyable, and uplifting
Value and decision making
Delegate authority to where the best information is
Encourage sense-making
Balance the short-term and long-term
Ensure cognitive diversity and skills-based growth
Balance focus and tension between thecustomer, theorganization, thelegal landscape, the
market, effectiveness, efficiency, the flow of potential value, capability, organization
design, and diversity of products or services
Xagility™ - Copyright © 2017-2023 Orderly Disruption Limited
Creative Commons License
Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Timely Humane Effectiveness, Ambidexterity, or Agility – Reference Guide, you acknowledge that you have read and agree to be bound by the terms

The X effect
from X-agility
The recommended behavior swaps are practical. For example:
Record and agree on meeting minutes in the meeting,
not afterward
Prioritize within the organization’s capacity instead of
taking capacity for granted; in a way, the organizational
capacity is its value throughput
Consult with teams before making external
commitments
Get educated on complexity instead of assuming
everything is predictable
When a team escalates an issue, help them, or
authentically give the team the power to fix it
As there are no recipes, these hypotheses need to be tested with context-specific experiments. Executives discover their own path
through the Xagility™ behavior map in coaching sessions, workshops, cohorts, and leadership assessments from the employee
perspective.
Based upon experiments and consultations with executives and product folks 2017-2023, Xagility™ provides a set of hypotheses for
more effective, timely, humane, compassionate, and ambidextrous behavior, all the while ruthless with value.

Succession – protecting
your legacy
1/3
As an executive, you should arrange to
educate everyone in the organization so that:
● Everyone gets upskilled on the change and
feels psychologically safe to reveal the
unraveling of change
● Unhelpful behavior can be called out and
eradicated for good

your legacy
2/3
● Everyone can become more customer-
oriented and technical to grasp risks and
opportunities
● Newly installed executives hired internally
would have already received executive
success education
● Executives should bring their successors
and successors' successors through their
learning and change journey

your legacy
3/3
• Avoid "one right way." Let successors find
their own paths with your support
• Consider direct vs. indirect ambidexterity,
management of things, and leadership of
people (254) when assessing candidate
successors (244)
• When hiring or promoting executives or
managers, shortlist the enlightened ones
only, no matter how impressive otherwise

Addressing the gaps in
top management
Culture gardening - cultivating the work environment
Responsiveness - to market and societal needs
Empiricism - deciding what to do next based on what we learnt
Engagement – happy people lead to happy critical stakeholders
Knowledge - replacing behaviors and habits to sustain the change

What does
good look like?
in the executive team …

What a successful
executive team does
1/2
• Eradicates toxicity, starting with the executive team by making immediate explicit agreements, making
everything about the direction of travel, and testing supporting ideas while safely "keeping the lights on" and
at the same time not dreaming up unconnected stuff in fiefdoms
• Improves psychological safety, starting with the executive team, by not “shooting the messengers.”
• Studies and gets help. It starves “lip service” and does not let change pockets starve of momentum.
• Uses Open Space Technology (72) or other complex facilitation over slides.
• Engages and liberates the organization through an invitation to change.

What a successful
executive team does
2/2
• Reduces the number and size of backlogs and allows slack (256) for professionalism, learning, cooperation,
collaboration, innovation, and invention to improve focus on the highest potential value.
• Treats backlog items as bets and acquires more humility from interlaced discovery & delivery.
• Focuses on where timely humane effectiveness, agility, or ambidexterity are needed.
• It would help if you gave people in teams and networks of teams a fighting chance of short to long-term
success.
• Some areas must change early to enable an environment for timely humane effectiveness, agility, or
ambidexterity, e.g., Finance, HR, Procurement, Legal, and Compliance.
• Co-creates the direction of travel, is empirical at every level, and adjusts the direction as needed.

Culture Gardening–
ceiling lower than
needed, due to ill-
suited workflows,
processes, and
systems
01
Responsiveness - to
market and societal
needs
02
Emergence–
Ill-suited predictive
planning in an
uncertain world
03
Engagement –
Treating people as
“resources”
04
Knowledge and Need
to be more open to
educate your
successors, and our
successors’
successors
05
Copyright © 2017-2024 Orderly Disruption Limited. Offered for license under Attribution-NonCommercial-NoDerivatives 4.0 International, accessible at https://creativecommons.org/licenses/by-nc-
nd/4.0/legalcode and also described in summary form at https://creativecommons.org/licenses/by-nc-nd/4.0/. By using MORE Executive SUCCESS In The Knowledge Economy Through Timely Humane
Effectiveness, Ambidexterity, or Agility – Reference Guide, you acknowledge that you have read and agree to be bound by the terms of Attribution-NonCommercial-NoDerivatives 4.0 International of Creative
Commons.
John Anthony Coleman’s opinion from the outside – take with a pinch of salt
Apple?
Amazon OK at time of writing
Google?
Haier?
Microsoft?
Pixar?
Spotify?
Stripe?
Tesla OK at time of writing
Apple OK at time of writing
Google OK at time of writing
Haier OK at time of writing
Microsoft OK at time of writing
Pixar OK at time of writing
Spotify OK at time of writing
Stripe OK at time of writing
Google OK at time of writing
Haier OK at time of writing
Spotify OK at time of writing
Amazon ?
Google ?
Haier ?
Spotify ?
Stripe ?
Tesla ?
Apple ?
Amazon ?
Google ?
Haier ?
Microsoft ?
Spotify ?
Tesla ?

This is a saying
“A fish dies from the head”
Change also dies from the head, don’t be that head

Thank you
John Coleman
@JohnColemanIRL
https://linktr.ee/johncolemanxagility
https://linkpop.com/orderlydisruption

Who in the audience
today would feel safe
to do these things at
work?

Criteria to Appraise Top
Executives for Ambidextrous
Leadership - Study
According to Laser, J. (2022) (221):
● Executives should balance opening leadership, leader role, exploration, transformational leadership and closing
leadership, manager role, exploitation, and transactional leadership behaviors to balance the short-term and long-
term.
● Ambidextrous executives need to be able to lead both sets of focus while having the strategic insight to choose and
make decisions about what is required and when and the flexibility to move into different styles of leadership to suit
the conditions and the coordination of both the exploitation and exploration activities of the organization.
● Exploration needs a different skill set to exploitation.

Criteria to Appraise Top
Executives for Ambidextrous
Leadership - Study
In an interview from May 9th, 2023, Laser concluded:
● Only some executives can lead ambidextrously.
● The balance can be directly within the executive, which is rare.
● The balance can be indirect via delegation to managers who execute and leaders who lead. Many commissioned
managers lack leadership skills. One does not have to be a designated manager to lead.

Beyond Budgeting Leadership Principles -
1. Purpose - Engage and inspire people around bold and noble causes; not
around short-term financial targets (174).
2. Values - Govern through shared values and sound judgment; not
through detailed rules and regulations (175).
3. Transparency - Make information open for self-regulation,
innovation, learning, and control; don’t restrict it (176).
4. Autonomy - Trust people with the freedom to act; don’t punish
everyone if someone should abuse it (178).
5. Organization - Cultivate a strong sense of belonging and organize
around accountable teams; avoid hierarchical control and bureaucracy
(177).
6. Customers - Connect everyone’s work with customer needs; avoid
conflicts of interest (179).
Beyond Budgeting Management Processes –
1. Targets - Set directional, ambitious, and relative goals; avoid fixed and
cascaded targets (181).
2. Forecasts - Make forecasting a lean and unbiased process; not rigid and
political exercises (182).
3. Resource allocation - Foster a cost-conscious mindset and make
resources available as needed. Plan and make (financial) resources
available as needed; not through detailed annual budget allocations
(183).
4. Performance evaluation - Evaluate performance holistically to guide
interventions; not based on measurement only and not for rewards
only (184).
5. Rewards - Reward shared success against the competition; not against
fixed performance contracts (185).
6. Coordination (formerly Rhythm) - Organize management processes
dynamically around business rhythms and events; not around the
calendar year only (180).

curious executives and executive
level change agents welcome to
join the DESCALERS
Declutter Energize Strategize
Cultivate Act Learn
be Empirical get Real
prepare your
Successors

Recommendations
on Metrics
notwithstanding context
• In the book…

The management revolution 27March2024.pdf

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