From Tayloristic to Agile organization
What is common to Ford factories around 1900 and the collapse of Nokia Mobile Phones 2011? What leads most corporations towards Tayloristic organization? What is the other path to success?
“What is common to Ford factories a hundred years ago and Nokia about 20 years ago? In our session we explain the logic that takes the vast majority of leaders and corporations towards Tayloristic organization. We will also show the necessary and adequate changes to move from Tayloristic to Agile organization. Agile Adoptions tend to fall back to the old status quo. This happens for several reasons. First, a partial adoption introduces changes, which make the sociotechno-economical system inconsistent and uneconomical. Second, partly because of the previous, the old status quo remains more comfortable for the individuals, and the new practices do not sustain. Third, the fundamental leadership assumptions have been cemented in the culture.
We will shed light on Taylorism versus Agile using several approaches: Ouchi’s theory of organizational control, Hackmann’s research on HighPerformance Teams, Lean product development, LargeScale Scrum, Complexity theory, history of Leadership, and our 20+ years of experience.”
BIO: After studying structural mechanics Ari built fault tolerant embedded real time systems for ten years. He has been full-time organizational therapist since 1997. He has deep experience in organizational and group dynamics. He likes to explore and publish about patterns and unconscious phenomena in organizations. Ari is working with international LargeScale Scrum (LeSS) adoptions, and contributing actively to the framework. In private life Ari listens to strange classical music (now playing), lifts iron, runs after the ball and tries to sit quietly in zen meditation.