1. © 2014 IBM Corporation “Leaders Guide to Radical Management” for DevOps with Steve Denning Shift #2: From controlling individuals to enabling self-organizing groups February 11, 2014

2. © 2014 IBM Corporation The DevOps Community: Two Parts Connections Community; Highly Collaborative Content is “work in progress” Work groups – issues – tangible outcomes Discussion groups, book clubs developerWorks site High-quality content Articles, tutorials, white papers Links to community, social DevOps Community DevOps Site 2 JOIN HERE

3. © 2014 IBM Corporation Hot News for the week of February 10, 2014  Continuous Delivery at FamilySearch with Gregg Gibson March 6 11-12 ET –Registration FormRegistration Form –Gregg’s focus at FamilySearch is development of Platform as a Service on Amazon Web Services and driving adoption of PaaS and continuous delivery across the organization.  Innovate 2014 Submissions extended to Feb 14 –This is THE event to meet with experts on DevOps, Smarter Product Development, Social, Mobile, Analytics, Cloud and Internet of Things. There are both DevOps and Agile streams at this event, so please submit an abstract and share your experiences! –Agile and DevOps Topics, submit proposalsubmit proposal  DevOps Community Hot NewsHot News  View the Community Backlog for more activitiesCommunity Backlog 3

4. © 2014 IBM Corporation Shift #2: From controlling individuals to enabling self-organizing groups February 11, 2014  Self-organizing teams, networks and ecosystems  Managing beyond the boundaries of the firm  Fighting the addiction to hierarchy  The importance of diversity  Managers are leaders and leaders are managers  Background reading –LGRM: Chapter 5. Principle #2. Self-Organizing Teams –How the Elastic Enterprise Defeats the Sclerosis of ScaleHow the Elastic Enterprise Defeats the Sclerosis of Scale –Agility is Not Enough: Beyond the ManifestoAgility is Not Enough: Beyond the Manifesto –Why is Diversity Vital for InnovationWhy is Diversity Vital for Innovation –Why Hierarchies Must Sign Their Own Death Warrant to SurviveWhy Hierarchies Must Sign Their Own Death Warrant to Survive 4

5. © 2014 IBM Corporation Steve Denning and The Leaders Guide to Radical Management 5 Recognized as HBR Top 200 Business Thought Leader Best-selling author Forbes contributor

6. © 2014 IBM Corporation Chapter 5 Principle #2: Self-Organizing Teams 6

7. © 2014 IBM Corporation Characteristics of High-Performing Teams 7 Possibility of Self-Organizing Responsibility: Team has the ball Working together Focused on completing the task Dealing with complex problem Goal is inspiring

8. © 2014 IBM Corporation Why don’t managers do it all the time? 8 “I don’t know what self-organizing teams are” “They aren’t good for routine work because they are not efficient.” “They aren’t good for high risk work or highly regulated work like finance or health.” “They don’t work for big projects. It doesn’t scale.” “We all know command and control is the only way” “Self-organizing teams are out of control.” “As a manager, I sleep better knowing there are controls in place.” “I just like being in charge and giving orders.” “It only works in software. Those people are different.”

9. © 2014 IBM Corporation Practice #1 Articulate a Compelling Purpose in Terms of Delighting Clients 9 Shift #2 From controlling individuals to enabling self-organizing groups

10. © 2014 IBM Corporation Practice #2 Consistently Communicate a Passionate Belief in the Worth of the Purpose 10 Shift #2 From controlling individuals to enabling self-organizing groups

11. © 2014 IBM Corporation Principle #3 Transfer Power to the Team for Accomplishing the Team Purpose 11 Shift #2 From controlling individuals to enabling self-organizing groups

12. © 2014 IBM Corporation Practice #4 Make the Transfer of Power Conditional on the Team’s Accepting Responsibility to Delivery 12 Shift #2 From controlling individuals to enabling self-organizing groups

13. © 2014 IBM Corporation Practice #5 Recognize the Contributions of the People Doing the Work 13 Shift #2 From controlling individuals to enabling self-organizing groups

14. © 2014 IBM Corporation Practice #6 Make Sure that Remuneration is Perceived as Fair “A set of arrangements needs to be in place where monetary rewards support self- organizing teams and do not undermine them” 14 Shift #2 From controlling individuals to enabling self-organizing groups

15. © 2014 IBM Corporation Practice #7 Consistently Use Tools and Techniques that Create and Sustain Self-Organizing Teams Identify team members with passion for goal Get right mix of skills and challenge Give employees voice in teams Get teams that are right size Get proper location Identify and remove impediments 15

16. © 2014 IBM Corporation Summary  Thanks for participating!  We are sending out a very short survey on this session and really would like to get your input and feedback  Please join the DevOps CommunityDevOps Community  See you next time! –Shift #3: From bureaucracy to dynamic linking –February 18, 2014 –12:00-1:00 p.m. EST (GMT-5) –9-10:00 p.m. EST (GMT-5) 16