アジャイルで会社組織をスケールアップしよう。 At the Management 3.0 Meetup in Tokyo in January 2017, we discussed how to grow and scale an organization with the Management 3.0 game "Meddlers". アジャイル・リーダーシップとManagement 3.0ワークショップ体験 #2、2017-01-19（木）19:30 - 21:00 https://management30.doorkeeper.jp/events/55168

1. MANAGEMENT 3.0
Scaling an Organization

2. Stefan Nüsperling
Management 3.0の日本
唯一の認定ファシリテーター
Purpose of this Group:
§ Introducing a new way of leadership
§ Making employees, employer and
clients happy
§ Creating a Management 3.0 movement
§ Better Working
Environments
§ Greater Companies
§ Delighted Customers

3. Management 3.0とは
§ Management 3.0は
フレーム・ワークではない
§ Management
3.0はシステムの見方

4. マネジメントは人に関すること。�
マネジメントの権限は強力はパフォーマンス […]。 �
そいうわけマネジメントは人の要素です。
-­‐
Peter
Drucker,
Management
Rev.
Edi/on

5. マネジメントは要素なので、�
マネジャーだけの権限ではない。�

6. 人ではなく、�
システムを改善しよう�
Managment 3.0 =

7. NüWorks
www.nuworks.jp
7Management 3.0の3原則�
§ 主義1：�
人相互作用のコミットメント�
§ 主義2: �
仕事の改善�
§ 主義3: �
顧客を満足させる�

8. § 外発的モチベーションvs.
内発的モチベーション
§ 飴と鞭は効果的ではない
§ 自主性、熟達、目的は
効果的なモチベーション
モチベーション3.0

9. Microsoft Wordの物語「秘密のツールボックス」
マネジャーが
開発者を
鞭打ったから
MS
Wordの
リリース日は
遅延した
参考:
More with LESS,
https://less.works/less/principles/
systems_thinking.html

10. What is the best
organizational structure?
How do we scale the
business in an agile way?

11. Story

12. Conway’s
Law
Organiza/ons
which
design
systems
are
constrained
to
produce
designs
which
are
copies
of
the
communica/on
structures
of
these
organiza/ons.
–
Melvin
Conway

13. Hierarchies
versus
Networks
In
a
hierarchy,
rules
and
processes
create
predictability,
facilitate
coordinaEon,
and
reduce
cogniEve
load
because
people
have
proven
responses
to
rouEne
situaEons.
In
a
network,
there
is
collecEve
intelligence.
The
crowd,
with
its
many
connecEons
between
members,
can
be
smarter
and
more
innovaEve
than
a
central
authority.
–
Steven
Johnson,
Where
Good
Ideas
Come
From

14. Even
small
organiza/ons
can’t
func/on
without
hierarchies
and
specialized
roles,
groups,
and
divisions.
–
Bob
SuIon

15. Knowledge
work
requires
specializaEon
(going
deeper)
but
innovaEon
requires
generalizaEon
(spreading
out).
The
economies
of
specializaEon
make
funcEonal
division
the
most
common.
But
innovaEon
requires
us
to
do
things
we’ve
never
done
before
and
thus
innovaEon
is
incompaEble
with
the
funcEonal
organizaEon.
–
Peter
F.
Drucker,
Management
–
Burton,
Obel,
DeSancEs,
Organiza/onal
Design
Specializa6on
versus
Generaliza6on

16. T-­‐Skilled
People
Hire
“generalizing
specialists”
who
go
deep
in
one
area
but
also
branch
out
in
other
areas.

17. 17
Small
Teams
Team
members
become
less
producEve
as
the
size
of
the
group
increases
(The
Ringelmann
Effect).
Therefore,
keep
teams
small,
but
large
enough
to
cover
a
value
stream.
–
Jacob
Morgan,
The
Future
of
Work

18. Diversity
Diversity
helps
to
prevent
single-­‐mindedness,
complacency
and
groupthink.
It
increases
perspecEves
and
a
potenEal
for
creaEvity
and
innovaEon.

19. In
every
team,
there
are
people,
and
people's
individual
needs,
interests,
and
personali/es
do
not
evaporate
when
they
join
a
group.
–
Robert
F.
Hurley,
The
Decision
to
Trust

20. Exercise
Play
the
Meddlers
Game!
hIp://www.happymelly.com/organizaEonal-­‐structure-­‐organizaEonal-­‐design-­‐game

21. Play and discuss one of the following scenarios
§ A: Design a 5-person web design company that manages many small projects
1. Now grow this company to 15 people
2. Grow further to 30 people and now also big project are in the portfolio
§ B: Design the new audio-video production department of a marketing agency
1. Now double the size of the department
2. Triple the size
§ C: Design the organization structure for a popular, local coffee bar
1. Double the size
2. Expand to a full italian restaurant
§ D: Design the 30-person software department of a bank
1. Now the department is split into mobile app deparment and desktop software
2. Now the mobile app department grows double while the desktop department shrinks half
§ E: Create your own scenario

22. Debrief

23. Here’s
to
the
crazy
ones.
The
rebels.
The
troublemakers.
The
ones
who
see
things
differently.
While
some
may
see
them
as
the
crazy
ones,
we
see
genius.
Because
the
people
who
are
crazy
enough
to
think
they
can
change
the
world,
are
the
ones
who
do.
- Steve Jobs, Think Different

24. Or … your own!
フレーム・ワーク�
しないで、�
実験しよう�
Jurgen Appelo,
Management 3.0の考案者�

25. Management
–
Peter
F.
Drucker
hIp://bit.ly/2cmNCFl
OrganizaEonal
Design
-­‐
Burton,
Obel,
DeSanc6s
hIp://bit.ly/2cmNHJ8
The
Modern
Firm
–
John
Roberts
hIp://bit.ly/2cE1puu
The
Ambidextrous
OrganizaEon
–
Jens
Maier
hIp://bit.ly/2cXaf48
The
Connected
Company
–
Dave
Gray
hIp://bit.ly/1PkwvAB
Reading
List

26. Text:
Jurgen
Appelo
♦
IllustraEons:
Chad
Geran
♦
Design:
Muuks
m30@nuworks.jp
management30.com
management30.doorkeeper.jp