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Enabling Autonomy Slide 1 Enabling Autonomy Slide 2 Enabling Autonomy Slide 3 Enabling Autonomy Slide 4 Enabling Autonomy Slide 5 Enabling Autonomy Slide 6 Enabling Autonomy Slide 7 Enabling Autonomy Slide 8 Enabling Autonomy Slide 9 Enabling Autonomy Slide 10 Enabling Autonomy Slide 11 Enabling Autonomy Slide 12 Enabling Autonomy Slide 13 Enabling Autonomy Slide 14 Enabling Autonomy Slide 15 Enabling Autonomy Slide 16 Enabling Autonomy Slide 17 Enabling Autonomy Slide 18 Enabling Autonomy Slide 19 Enabling Autonomy Slide 20 Enabling Autonomy Slide 21 Enabling Autonomy Slide 22 Enabling Autonomy Slide 23 Enabling Autonomy Slide 24 Enabling Autonomy Slide 25 Enabling Autonomy Slide 26 Enabling Autonomy Slide 27 Enabling Autonomy Slide 28 Enabling Autonomy Slide 29 Enabling Autonomy Slide 30 Enabling Autonomy Slide 31 Enabling Autonomy Slide 32 Enabling Autonomy Slide 33 Enabling Autonomy Slide 34 Enabling Autonomy Slide 35 Enabling Autonomy Slide 36 Enabling Autonomy Slide 37 Enabling Autonomy Slide 38 Enabling Autonomy Slide 39 Enabling Autonomy Slide 40 Enabling Autonomy Slide 41 Enabling Autonomy Slide 42 Enabling Autonomy Slide 43 Enabling Autonomy Slide 44 Enabling Autonomy Slide 45 Enabling Autonomy Slide 46 Enabling Autonomy Slide 47
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Enabling Autonomy

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http://www.ianlivingstone.ca/2015/11/17/enabling-autonomy/

The drastic increase in the importance of knowledge workers has turned traditional management structures and philosophy upside down. Previously, all of the information and authority was centralized in management and workers simply operated according to some proscribed procedure with limited ability to make their own decisions. However, the rise of the knowledge worker such as developers, designers, and product managers has thrown these structures out the window as they've proven unable to deliver incredible products and technology.

The new name of the game is enabling teams to operate autonomously and build towards a vision that is seeded by the leadership but authored by the team. How do we enable teams to operate autonomously while ensuring that they are held accountable? How does this change as organizations grow? Why does this matter and what are the results?

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Enabling Autonomy

  1. ENABLING AUTONOMY @ianlivingstone
  2. SALESFORCE ARCHITECT
  3. BUILD BETTER PRODUCTS HOW CAN WE BE MORE PRODUCTIVE AND
  4. BUILDING SOFTWARE IS A TEAM SPORT
  5. BUILDING SOFTWARE IS A TEAM SPORT A PRODUCT IS THE EMERGENT RESULT OF A TEAM WORKING TOGETHER OVER A PERIOD OF TIME
  6. INNOVATION = ADAPTABILITY * CREATIVITY
  7. FACTORY TO OFFICE DRASTIC SHIFTS IN THE LAST 100 YEARS
  8. WE BUILT ON THE PAST SOFTWARE DEVELOPMENT IS NEW
  9. ENABLING AUTONOMY Plant Manager Line Manager
  10. ENABLING AUTONOMY ENGINEERING PRODUCT MANAGEMENT QUALITY ASSURANCE RELEASE MANAGEMENT TECHNICAL OPERATIONS PROJECT MANAGEMENT Chief Technology Officer
  11. ENABLING AUTONOMY ENGINEERING PRODUCT MANAGEMENT QUALITY ASSURANCE RELEASE MANAGEMENT TECHNICAL OPERATIONS PROJECT MANAGEMENT Released Waterfall Development
  12. All the authority
  13. Distributed knowledge
  14. QA DEV PERF Distributed responsibility
  15. MEETINGS, MEETINGS AND MORE MEETINGS
  16. So, what do we want?
  17. Autonomy
  18. Mastery
  19. Purpose
  20. ENGAGEMENT Autonomy MasteryPurpose
  21. CONTROL LEADS TO COMPLIANCE; AUTONOMY LEADS TO ENGAGEMENT. Daniel H. Pink ENABLING AUTONOMY
  22. ORGANIZE AND OPERATE REQUIRES US TO CHANGE HOW WE
  23. Team are our Lego Blocks
  24. ENABLING AUTONOMY THEY ARE OUR FUNCTIONAL UNIT OF PRODUCTION SCALE UP EVALUATE IDEAS CREATE REDUNDANCY
  25. How can teams be more productive?
  26. 1. Localize Authority and Responsibility
  27. ENABLING AUTONOMY DATA PLATFORM DASHBOARD MOBILE API COMPUTE PLATFORM ANALYTICS PIPELINE Direction and Vision Knowledge, Authority, and Responsibility
  28. ENABLING AUTONOMY DEFINE CLEAR AREAS OF RESPONSIBILITY WITH DEPTH CLEAR VISION DEFINED INTERFACE AUTONOMY
  29. ENABLING AUTONOMY LEAD, DON’T MANAGE ARTICULATE VISION GUIDE DIRECTION MEASURE RESULTS
  30. ENABLING AUTONOMY EMBRACE TRANSPARENCY ASYNCHRONOUS CLEAR OBJECTIVES EMBRACE FAILURE
  31. 2. Breakdown Functional Silos
  32. ENABLING AUTONOMY BUILD PLATFORMS GIT,CI,ISSUES COMPUTE, DEPLOY, MONITORING SERVICES FRONT END, MOBILE
  33. ENABLING AUTONOMY CROSS LAYER PROJECT TEAMS GIT,CI,ISSUES COMPUTE, DEPLOY, MONITORING SERVICES FRONT END, MOBILE
  34. ENABLING AUTONOMY FOCUS ON DEVELOPMENT FLOW — IDEATION TO DEPLOYMENT ROADMAP BACKLOG DEV PROD
  35. ENABLING AUTONOMY AUTOMATION IS THE RULE OF LAW AUTOMATED CI DEPLOYMENT MONITORING
  36. ENABLING AUTONOMY BUILT IN KNOWLEDGE DISSEMINATION
  37. ENABLING AUTONOMY DUPLICATION IS OKAY — THAT’S NOT THE PRIMARY CONCERN ‣ We often focus on building the perfect code bases ‣ We try to have one way of doing things ‣ This is important, but don’t attempt to control it through your org chart ‣ Build a culture of eventual alignment and executing on your vision
  38. 3. Focus on Team Dynamics
  39. ENABLING AUTONOMY STRONGLY CONNECTED COMMUNICATION GRAPH
  40. TO WRAP THIS UP
  41. WHEN YOU'RE FINISHED CHANGING, YOU'RE FINISHED. Benjamin Franklin ENABLING AUTONOMY
  42. THANK YOU
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http://www.ianlivingstone.ca/2015/11/17/enabling-autonomy/ The drastic increase in the importance of knowledge workers has turned traditional management structures and philosophy upside down. Previously, all of the information and authority was centralized in management and workers simply operated according to some proscribed procedure with limited ability to make their own decisions. However, the rise of the knowledge worker such as developers, designers, and product managers has thrown these structures out the window as they've proven unable to deliver incredible products and technology. The new name of the game is enabling teams to operate autonomously and build towards a vision that is seeded by the leadership but authored by the team. How do we enable teams to operate autonomously while ensuring that they are held accountable? How does this change as organizations grow? Why does this matter and what are the results?

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