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The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century Audio CD – Unabridged, July 20, 2020
About the Author
Stephen Denning is a renowned management innovator and popular online columnist at Forbes. A former World Bank executive, he serves on the advisory board for the Drucker Forum and is the author of several books including The Leader's Guide to Radical Management.
Norman Dietz is a writer, voice-over artist, and audiobook narrator. He has won numerous Earphones Awards and was named one of the fifty "Best Voices of the Century" by AudioFile magazine. He and his late wife, Sandra, transformed an abandoned ice-cream parlor into a playhouse, which served "the world's best hot fudge sundaes" before and after performances. The founder of Theatre in the Works, he lives in Lancaster, Pennsylvania.
- ASIN : B08XZ65DJK
- Publisher : Gildan Media Corporation; Unabridged edition (July 20, 2020)
- Language : English
- ISBN-13 : 979-8200555352
- Dimensions : 5.3 x 7.5 inches
- Best Sellers Rank: #7,688,599 in Books (See Top 100 in Books)
- Customer Reviews:
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Reviewed in the United States on January 10, 2020
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Reviewed in the United States on January 10, 2020
Many of these sources directed me to Stephen Denning’s book, ‘The Leader’s Guide to Radical Management’. In it Denning outlines the development and organizational environment, the pitfalls of using dated and inappropriate methods, and the application of methods and mindsets that work. He is passionate about the approach and he is clear that it is not a prescriptive set of detailed practices but an ideology, a new way of thinking about managing dynamic projects.
Denning does an excellent job at laying the foundation for this new methodology, one that is both easy to understand yet difficult to implement. He outlines the fail points that can derail the approach, environments where it is not appropriate, and he describes how anyone within the organization, regardless of authority, can spread the message and drive change.
This book is a must read not just for project managers, but for anyone engaged in the development and delivery of dynamic projects. If you get just a single take-away from this book it should be this; 1) Delight the customer with incremental value, 2) Develop a sustainable rhythm, 3) Have fun. The old focus on performance metrics of cost, schedule, and quality with take care of themselves.
Read this book and share it and what you learn with others. Become the person on your team that leads your organization to a more effective and satisfying way of working. Then continue to read other works on Agile, Scrum, Lean and similar methodologies to expand your personal toolkit and your ability to apply the right approach to any given project.
My story or how I got to writing this review:
When I entered project management in the early nineties the practice was new to the company so my experience was gained through informal trial and error. Over time I developed a personal project management toolkit that allowed me to be successful but I continued to be conflicted with the prevailing hierarchical management practices. Projects were delivered mostly on schedule, but were plagued with missing or underperforming functionality. In addition, management dictated the team work excessive hours to maintain delivery with no connection with the ‘why’ of what they were doing.
Efficiency, quality, performance and personal satisfaction were low and I focused much of my time following each delivery trying to restore a sense of team and to improve on those low metrics. My project management peers shared the same issues and together we learned and established process standards to improve the development cycles. The process improved but only marginally. As the company grew the challenges became greater. We talked about how we worked as a small start-up, on the floor shoulder-to-shoulder without regard to who was best experienced to lead. The team made decisions collectively and because we had just a handful of clients we were all aware of their role and expectations.
In retrospect we were fairly successful in delivering software using our own modified waterfall technique. Projects began using pure waterfall processes with requirements fully defined and approved before moving into development. But once we were deep into development itself, changes came often and pushing back was pointless. With each new project or new release we continued to start with the same waterfall premise because we thought that if we applied more process and tighter control we would achieve success to the satisfaction of all. We never did; not fully.
I tell this story because if you were learning project management in the early nineties this was likely your story as well. Formal industry practices and standards driven by organizations like the Project Management Institute were not part of our common language.
Today project management is taught in high schools, colleges and most project management positions list PMP or similar certification as a requirement. Much progress has been made but for projects that are dynamic in nature with only some of the requirements known up front, the traditional waterfall process and the hierarchical management practices are not appropriate. PMI and other standards centric organizations held to the classic waterfall methodology and continued to refine and focus on ‘the process’ but the shift to more dynamic development in the workplace has driven them to expand their practices or become less relevant.
Those entering the project management profession have at their disposal a wide array of tools and methods that have been refined through years of experience and documented by people such as Denning to learn from. In the future better products leading to happier clients and developers will be the norm and the ideal of Radical Management will be seen as standard practice.
Particularly enjoyed the final chapter which outlined how he rolled out agile in his company - more as a revolution than your typically (and usually failed) agile adoption plan.
I found it a little too prescriptive and hence dated. Many modern agile practices have replaced ideas proposed in here that are now questioned e.g. velocity, planning poker. We have discovered new models of agility which work better than many of the (now dated) practices described in the book.
It is refreshing to find a book that talks about the management side of agile however. Perhaps would have been better if he stuck to this aspect instead of trying to outline what practices should be adopted also. Would have kept the book more current.
'The Leader's Guide to Radical Management' is one of the most original pieces of management thinking to be published in some time. It offers a new contextual perspective for management and along with Umair Haques' The New Capitalist Manifesto: Building a Disruptively Better Business should be required reading for anyone involved in the practice of offering advice or consulting to business leaders.The era of maximizing shareholder value has cost us a lot, it is time to turn our attention to the creation of real value.
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Für das "Radical Management" stellt Denning sieben Prinzipien auf:
1. Fokus darauf, die Kunden zu begeistern (nicht nur zufrieden zu stellen)
2. Arbeit in selbstorganisierten Teams
3. Kundengesteuerte Iterationen (regelmäßige Annäherungen an das Arbeitsziel)
4. Jede Iteration soll konkreten Nutzen bringen, auch wenn er nur gering sein mag
5. Völlige Offenheit über Hindernisse, die Verbesserungen im Wege stehen
6. Permanente Selbst-Verbesserung des Teams
7. Interaktive Kommunikation
Statt einer konventionellen Hierarchie und Projektplänen mit Managern als Antreibern sollen die Mitarbeiter selbst die Kundenanforderungen verstehen und sich selber realistische Ziele setzen, die ihrem Tempo entsprechen. Weil das mehr Spaß macht und Erfolgserlebnisse bringt, gibt es kaum noch Reibungsverluste. Demokratisierte Strukturen erhöhen die Produktivität.
Die Sache hat einen Haken, auf den der Autor nicht eingeht: Selbstbewusste Mitarbeiter werden keine schlechte Führung mehr akzeptieren, und so geraten unfähige Topmanager unter Druck. Aber das ist Denning egal. Hauptsache, die Arbeit funktioniert besser. Denning will die Hindernisse für die Weiterentwicklung der Produktivkräfte wegräumen, etwa Innere Kündigung, Passivität und inkompetente Führung. Das ist ein mutiges Ziel, eben "Radical Management".
Die beschriebenen Methoden lassen sich bei Knowhow- und Hightech-Arbeitsplätzen anwenden. In einem Discount-Supermarkt wird Radical Management kaum funktionieren.
Denning ist es gelungen, einige wirklich neue Ideen zu formulieren, gut zu erklären und zu begründen. Management-Theoretiker wie Peter Drucker genügen nicht mehr für das 21. Jahrhundert. Wer innovative Firmen managt, sollte dieses Buch gelesen haben.