Sceptics then say that Dunbar's Number applies here: A person cannot enter into social relationships with more than 150 people. However, if you combine this Law with the Law of the Small Team, you see that this depends on the way of organizing. Alcoholics Anonymous (AA) has been operating for more than 70 years as a worldwide network with more than 2 million members, without leadership or top management. What is important:
The network has a compelling purpose.
The network consists of small groups.
The groups are action-oriented.
The network is the sum of the small groups.
The legal framework of the network remains in the background.
agile innovation
Agile at scale and strategically
Denning describes how Microsoft's Developer Division (4,000 people in hundreds of teams) eventually became fully agile. This did not happen overnight and brought many bottlenecks. For example, it took a year for everyone to understand that the work had to be finished in a sprint until it
Managers ask teams what management issues are holding them back or slowing them down. This dialogue is now going smoothly. There is a safe basis to discuss this.
Teams are working according to DevOps and continuous integration and this has a tremendous effect on the quality of the code.
Teams determine their own composition and thus take full ownership.
And Denning describes many more of these kinds of detailed examples. DevOps doesn't interest you? How to deal with personnel policy in an agile way perhaps does! Or pair programming , culture change or agile portfolio management ... These are not ideal pictures that are sketched. As a reader, you get an insight into the organization and the considerations that have been made. This offers inspiration for your own considerations.
Why is it so scary?
These laws feel counterintuitive to many people. belgium telegram data Frederick Taylor's scientific management is still the source for many management models. Organizations must be run hierarchically top-down, otherwise things will go wrong. And how can you make more money if you don't focus on that? The overriding objective of a company is to make money for the shareholders based on ever greater predictability, efficiency and scale. Denning strongly opposes this and devotes an entire chapter to it. Are you curious about it? He also wrote this article about it years ago.
Porter's 5 Forces Model
Companies also make their old-fashioned strategies far too leading. Because there is no data available about the future, companies make predictions about the future based on experiences and data from the past. And they also stick to it very strictly.
Porter's 5 Forces Model is such a widely used model. Its core is that you have to protect yourself from competition. While the success of a company does not require its rivals to be unsuccessful. After all, you can also create new markets. The essence of strategy according to Denning is creating value for customers. And that is a continuous process. That does not only have to be thought up at the top, but can also come from small teams throughout the network. In short: apply the three laws here too! Oh and how did Porter fare? His consultancy went bankrupt in 2012.