In 2015, Scrum Alliance® formed an exciting new Learning Consortium with 11 organizations to learn about the implications of innovative management practices under the emerging Creative Economy, such as the goals, practices, and values of Scrum.
During 2015, Scrum Alliance opened an exciting new chapter for the organization with the successful implementation of a Learning Consortium for the Creative Economy (LC). This involved 11 companies, including Microsoft, Ericsson, and Magna International, which conducted a series of mutual site visits to investigate the hypothesis that a fundamental management makeover is underway in organizations around the world.
It felt as if the Drucker Forum 2014 was two conferences: one about "the beginning of the end"; the other about "the end of the beginning."
The three most important issues facing organizations today concern a shift from the Traditional Economy to the Creative Economy. This involves three simultaneous shifts:
A shift from the goal of maximizing shareholder value as measured by the current stock price to a principal focus on adding value to those for whom the work is being done.
A shift from the practices of hierarchical bureaucracy to a different set of collaborative leadership and management practices.
A shift from metrics that reflect narrow financial goals to metrics that reflect contributions to prosperity of individuals, organizations and society, for achieving both purpose and profit.
The Scrum Alliance will be a co-sponsor of the Drucker Forum that will take place in Vienna Austria on November 13-14, 2014 as part of its activities to transform the world of work. A number of the world's leading thinkers will attend the forum to discuss "The Great Transformation." This article gives an account of the Drucker Forum's launch meeting which took place in Vienna, Austria on March 10, 2014. It gives a good picture of the issues that need to be addressed.
The Radical Management Book Club Part 4: Dynamic LinkingI’ve been participating in a multi-week series of online discussions, hosted by IBM, entitled the Radical Management Book Club. These were my opening remarks for the fourth week’s discussions on February 18, 2014, about the way work is coordinated, aka Agile and Scrum and Kanban and Lean, or as I have called all these practices, "dynamic linking".
I’ve been participating in a multi-week series of online discussions, hosted by IBM, entitled the Radical Management Book Club. These were my opening remarks for the third week’s discussions on February 11, 2014. The subject was the new default way of organizing work—self-organizing teams.
I’ve been participating in a multi-week series of online discussions, hosted by IBM, entitled the Radical Management Book Club. These were my opening remarks for the second week’s discussions on February 4, 2014. The subject was the new goal of the organization: profitably delighting the customer.
Why Most Of What We Know About Management Is Plain, Flat, Dead Wrong