This November, explore the essence of organizational change alongside visionaries, trailblazers, and thought leaders from Management 3.0. Get ready to be inspired and reach new heights at this transformative summit. Delve into the keys to success, invest in building human capabilities for lasting change, and uncover practical tips and real stories from across the globe. No fuss, just tangible results. Be part of this extraordinary journey.
Ihmisen emerged at the very onset of the COVID-19 pandemic, an organization of years of refinement and a stark departure from traditional business thinking. Join Romain for an enlightening 20-minute journey that unveils the remarkable evolution of Ihmisen, from its inception to the present day.
Ihmisen is the embodiment of M3.0 practices, a transformative approach to manage and evolve an organization. During this talk, you’ll uncover the compelling narrative behind the application of M3.0 practices, the substantial benefits they’ve yielded, and actionable tips to propel your own journey towards even greater success. Prepare to be inspired.
CEO | Agile, Lean & Management 3.0 Coach | Professional Coach
You are energized to get started with Management 3.0 and put into practice the tools and games. However, you soon become hesitant… Where shall you start at first?
A clear structure can help you get started with managing the system. In this practical session, you will explore a powerful resource designed to guide your evolution into a system-centric leader, fostering habits that propel enduring success.
The Management 3.0 Mastery Journal will guide you through with Morning Mindset prompts that ignite your day with positivity, intention, and a focus on managing the system for optimal results. At the end of the day, you will reply to Evening Reflection questions to reflect on your day and continue to improve the system.
At the end of this session, you will be able to:
Explain in what ways the Management 3.0 Mastery Journal is beneficial.
Describe the main components of the tool.
Use the Management 3.0 Mastery Journal daily.
Agile Coach | CTC® (Certified Team Coach) | Speaker
Explore the potential of Management 3.0 practices as applied in the various verticals and gain insight specifically for implementation in education. In this session, we will learn from the showcase of innovative learning experiences, success stories, and lessons learned by learners to drive team collaboration and alignment, engagement, inclusion, decision-making, reflection, or assessment—all by harnessing the power of Management 3.0 principles to transform the educational landscape.
Business Mentor @ Apple Developer Academy | Business Development | Product Management | Education | Facilitation | TEDx Speaker
This talk is a deep dive into modern leadership, where fresh ideas mix with tried-and-true wisdom. All while exploring exciting concepts—like sensemaking, spiral dynamics, and integral thinking—that are redefining the way we lead.
Şahin Volkan Appel (formerly Danacı), brings these ideas to life. He’ll share personal stories of challenges that shaped him, providing practical insights for those looking to lead in the modern age. Dive into how Management 3.0 connects with these ideas, giving them a hands-on, actionable angle.
Şahin Volkan Appel
Lightworker | Empowering the Powerless | Protector of the Realm
Delegating is an important skill in today’s fast-paced world. Yet, what if we entrust our tasks to the wrong individuals? What pitfalls might we encounter, and how can we steer clear of them? Join us for an exciting discussion led by Ricardo Caldas as where he shares a real-life example of problems that can arise from improper delegation and gives practical tips to avoid them. Don’t miss this insightful event!
* Explain what is Delegation Poker & Team Decision Matrix
* Understand possible pitfalls (causal loops) of delegation
The quote “Culture Eats Strategy for Breakfast” describes the thesis – but also painful experience – that changes that contradict an existing organizational culture can rarely be implemented successfully. However, an agile transformation – i.e., the broad introduction of agile practices in an organization – must face precisely these challenges. This is because the implementation of agile frameworks, principles and roles usually contradicts traditional leadership understanding and management practices in an extreme way. It is not surprising, then, what diverse and surprising difficulties and resistance such a change measure encounters in most organizations. At the same time, we in organizations usually have only a very inadequate understanding of how we can really influence organizational culture and sustainably develop organizations as complex social systems. For example, we then often try to work on people with appropriate mindset training and values workshops, usually without the hoped-for effect. “Manage the System, not the People” – this core principle of Management 3.0 points in a different direction, which seems to be much more promising. Because working on the system instead of trying to change people also enables a systemic perspective and view on the relevant cultural patterns in the organization, as well as their emergence and impact. This lecture aims to provide a new understanding of the nature, emergence and evolvability of an organizational culture, based in part on systems theory approaches by Niklas Luhmann. This understanding yields surprising insights regarding promising and sustainable approaches to using and influencing organizational culture. At the same time, typical failures and pitfalls can suddenly be better explained and thus avoided in the future.
CEO - Cocondi - Agile Leadership and Agile Organizational Development
Are you like the Management 3.0 team and have welcomed some new colleagues who are available 24/7, 365 days a year? No need for fancy employee engagement programs or big budgets for employee well-being? These colleagues have simple, friendly names like Cody, Grain, or ChatGPT. And they’re always up for a good time!
A recent survey by Wharton found that 81% of businesses making $50 million or more in revenue have created teams that use AI to generate new ideas. As AI becomes more common, organizations are going through some significant changes. They’re getting new colleagues who aren’t human. But at the same time, the leadership role is evolving again. What was important in the past is no longer as important. Nowadays, different skills and abilities are more valuable than ever.
At Management 3.0, we believe that leadership and management are responsibilities shared by the whole group. This belief has stayed the same and hasn’t been affected by these changes. In fact, Management 3.0 is now more essential than ever in supporting the transformation of leadership in organizations of all sizes. Especially, if you are not only working hybrid but also have a hybrid AI/human workforce.
In this session, Katharina William, the CEO of Management 3.0 BV, uses the example of the AI disruption to demonstrate how the playful and engaging approach of Management 3.0 can elevate leadership to a new level. This is achieved by sticking to timeless principles and combining them with enjoyable practices.
P.S. This description has been enhanced with the help of AI technology. So if you see any typos or grammatical errors, please don’t blame us! Blame the AI.
CEO & Facilitator Happiness Coach @ Management 3.0
Change management is on everyone’s lips. Change is actually a given!
However, thousands of change projects keep failing! When embarking on a journey into the unknown, plans have limited value: we simply don’t know the best way forward! This makes it extremely difficult to prove “success”: We need signals that we are going in the right direction on our change journey!
This is where the Management 3.0 practices Objectives and Key Results (OKRs) and ADKAR Modell come in!
How do you know that a change program has an impact on the culture of the organisation? In this presentation, we will share our experiences as consultants for a government organisation in Central Europe in supporting the cultural change triggered by the digitalisation program.
By applying these two Management 3.0 practices, OKRS in combination with the ADKAR model (Awareness, Desire, Knowledge, Ability and Reinforcement) we were able to visualise progress, define clear priorities and ensure a common understanding of the key success factors.
I look forward to welcoming you to our presentation!
When talking about Management 3.0, we often talk about Kudo Cards, Delegation Poker, and Moving Motivators. Is Management 3.0 just a set of practices that look nice?
Let’s take a step back and examine the Principles of Management 3.0. What are the five principles of Management 3.0? How can the principles help us to redefine the definition of leadership with management as a group responsibility?
In this session, you will first learn to explain the importance of having principles. How can principles help your team and organization? Secondly, you will be able to list the five principles of Management 3.0 and review your organization using these five principles.
The “new normal” is faced with many complex challenges, creating urgency and need for fostering strong culture and values, based on powerful principles and growth mindset.
The foundation of this presentation is a unique coaching style based on the “Wizard of OZ” fable, where accountability is described as the culture building block of organizations. When we speak about instilling accountability in our team, we must have the courage (The Lion) to see the obstacles before they arise. To have heart (The Tin men) and accept ownership of these challenges, even if they aren’t directly related to our work. To have the wisdom (The Scarecrow) to solve these obstacles by finding solutions even when they aren’t visible at the moment. Finally, to have the willpower (Dorothy) to do and deliver the working solution. By using this model we are instilling the core agile values in our teams and create inspirational culture.
The presentation is interactive, where participants will discover how a TECH Startup and big pharma company have initiated the culture change process by using the unique fourstep coaching model ABCD (Awareness, Buy-in, Creation, Delivery), helping their people to reveal the anti-patterns in their teams and to find the way how to leave the victim cycle and create strong culture.
Key takeaways for participants
• Understanding the importance of culture ofaccountability in the team
• How to overcome excuses and build accountability in four easy steps?
• How to coach people to mindset shift and instill the core Agile values
• Learn how a startup and pharma company have used this model to build their culture
Learning and competencies: How to leverage the “Team competence matrix” to create long lasting organizational changes
Nurturing self-learning, self-organizing, self-empowered teams within an agile/lean project set-up can be challenging. When you start evolving the structure of the organization itself towards holacracy principles, the resistance to change can be, well, overwhelming. Team Competence matrix from management 3.0 can be a great starting point in the transformation journey of your organization. From experience, it can be used to identify + empower teams; get leadership approval to embrace change and provide the teams with ways to gain new marketable skills.
In this practical talk, we will discuss:
* Lessons learned from implementation at different levels of the organization
* How to use the matrix as a starting point for long lasting organizational changes
* Concrete applications of the matrix
Agile Transformation Coach| Guild Lead Business Agility
Performance goals and yearly assessments are commonplace in work environments. Performance goals are often set at the start of the year and forgotten until they are assessed nearly a year later. With a year of compounded complexity between the definition and assessment, a performance objective often fails to maintain its relevance. Additionally, team members may have many performance goals, which creates confusion regarding both priority and weighting. If performance management is intended to serve as a tool to provide clarity for success and competency development, then surely, there must be a better way.
Join this session to learn about a performance management framework inspired by the Management 3.0 philosophy. This framework is presently being utilized by both cross-functional scrum and management teams in the R&D group at Schneider Electric. This framework fosters co-creation of goals, alignment across scrum teams, and happiness at work.
Before we log off, let’s rewind and bask in the digital afterglow of today’s highlights. Join us for the grand recap and some parting words.
Conference Guru and Podcast Host @Management 3.0
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