Podcast appearances and mentions of boris gloger

What does it really mean to have a bias toward action and how do you build that into your culture without skipping strategy? Boris Gloger joins Brian Milner for a deep dive on experimentation, leadership, and the difference between tactical work and true strategic thinking. Overview In this conversation, Brian welcomes longtime Scrum pioneer, consultant, and author Boris Gloger to explore the tension between planning and doing in Agile environments. Boris shares how a bias toward action isn’t about skipping steps—it’s about shortening the cycle between idea and feedback, especially when knowledge gaps or fear of mistakes create inertia. They unpack why experimentation is often misunderstood, what leaders get wrong about failure, and how AI, organizational habits, and strategy-as-practice are reshaping the future of Agile work. References and resources mentioned in the show: Boris Gloger LinkedIn Leaders Guide to Agile eBook Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Boris Gloger is a pioneering agile strategist and Germany’s first Certified Scrum Trainer, known for shaping how organizations across Europe approach transformation, strategy, and sustainable leadership. As founder of borisgloger consulting, he helps teams and executives navigate complexity—blending modern management, ethical innovation, and even AI—to make agility actually work in the real world. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We're back for another episode of the Agile Mentors Podcast. I'm with you as always, Brian Milner. And today I have the one, the only Mr. Boris Glogger with us. Welcome in Boris. Boris Gloger (00:11) Yeah, thank you, Eurobrein, for having me on your show. Brian Milner (00:14) Very excited to have Boris here. For those of you who haven't crossed paths with Boris, Boris has been involved in the Scrum movement, I would say, since the very, very earliest days. He's a CST, he's a coach, he's an author, he's a keynote speaker. He had a book early called The Agile Fixed Price. He runs his own consultancy in Europe. And he has a new book that's been, that's going to be coming out soon called strategy as practice. And that's one of the reasons we wanted to have Boris on is because there's kind of this topic area that's been percolating that I've heard people talk about quite often. And I see some confused looks when the, when the topic comes up, you hear this term about having a bias toward action. And, we just wanted to kind of dive into that a little bit about what that means to have a bias toward action. and really how we can apply that to what we do in our day-to-day lives. So let's start there, Boris. When you hear that term, having a bias toward action, what does that mean to you? Boris Gloger (01:12) The fun thing is I was always in tune with the idea because people said my basic mantra at the beginning of doing agile was doing as a way of thinking. So the basic idea of agile for me was always experimentation, trying things out, breaking rules, not for the sake of breaking rules, but making to create a new kind of order. the basic idea is like we had with test-driven development at the beginning of all these agile approaches and we said, yeah, we need to test first and then we have the end in our mind, but we don't know exactly how to achieve that. So there is this kind of bias towards action. That's absolutely true. On the other hand, what I've always found fascinating was that even the classical project management methodologies said, Yeah, you have to have a plan, but the second step is to revise that plan. And that was always this, do we plan planning and reality together? And actually for me at the beginning, 35 years ago, was exactly that kind of really cool blend of being able to have a great vision and people like Mike and all these guys, they had always said, we need to have that kind of a vision, we need to know. Yeah, if the product owner was exactly that idea, you have to have that vision, but you really need to get the nitty-gritty details of, so to say, of doing this stuff. Brian Milner (02:40) Yeah, that's awesome. And the thing that kind of always pops to my head when I think about this is, we hear this term bias toward action and there's sort of this balance, I think a little bit between planning and action, right? I mean, you wanna plan, you wanna plan well, but you don't wanna over plan. You don't wanna waste too much time trying to come up with a perfect plan. You wanna... you want to do things, but you also don't want to be, you don't want to rush into things. So how do people find that balance between not just, you know, going off, you know, like we say in the U S half cocked a little bit, you know, like just not, not really not ready to really do the thing that you're going to do. Cause you didn't really invest the time upfront, but on the other hand, not spending so much time that you're trying to get the perfect plan before you do anything. Boris Gloger (03:28) You know, the problem, for me, the issue was solved by when I figured out that the teams typically struggle not to achieve, for instance, the sprint goal or the end or whatever they wanted to accomplish when they have not the right know-how. So it's a knowledge problem. So for instance, I don't know if this is still the case, but sometimes developers say, need to... to immerse myself with that I need to figure that out. I need to get the new framework before I can do something about estimates or something. So whenever you hear that, that you know that person that just tries to give you an estimate or the team that would like to come into a sprint goal or whatever it is, they are not really knowing what topic is about. It's a knowledge gap. And then people tend to go into that analysis paralysis problem. They don't know exactly what they need to do. So therefore they need to investigate. But by doing investigation, you start making that big elephant in the corner, larger and larger and larger and larger because you go that ishikara diagram, you have too many options. It's like playing chess with all options at hand and not have enough experience. What kind of gambit you would like to do. So everything's possible and by, because you have not enough experience, you say everything's possible, that creates too much of a planning hassle. And Agile, is the funny thing is, made us very transparent by just saying, okay, let's spend maybe two weeks. And then we figured out two weeks is too much. So let's do a spike, then we call it a spike. The basic idea was always to have a very short time frame, timeline where we try to bring our know-how to a specific problem, try to solve it as fast as possible. And the funny thing was actually was, as if I I confess myself that I don't know everything, or anything, sorry, that I don't know anything, then I could say, I give me a very short timeline, I could say I spend an hour. And today we have chat, CVT and perplexity and all that stuff. And then we could say, okay, let's spend an hour observation, but then we need to come up with a better idea of what we are talking about. So we can shorten the time cycle. So whenever I experienced teams or even organizations, when they start getting that planning in place, we have a knowledge problem. And a typical that is, is, or the classical mindset always says, okay, then we need to plan more. We need to make that upfront work. For instance, we need to have backlogs and we need to know all these features, even if we don't know what kind of features our client really would like to have. And the actual software problem is saying, okay, let's get out with something that we can deliver. And then we get feedback. And if we understand that our kind of the amount of time we spend is as cheap as possible. So like we use the tools that we have. We used to know how that we have. We try to create something that we can achieve with what we can do already, then we can improve on that. And then we can figure out, we don't know exactly what we might need to have to do more research or ask another consultant or bring in friends from another team to help us with that. Brian Milner (06:46) It's, sounds like the there's a, there's a real, kind of focus then from, from what I'm hearing from you, like a real focus on experimentation and, you know, that, that phrase we hear a lot failing fast, that kind of thing. So how, do you cultivate that? How do you, how do you get the organization to buy in and your team to buy into that idea of. Let's experiment, let's fail fast. And, and, we'll learn more from, from doing that than just, you know, endlessly planning. Boris Gloger (07:12) I think the URCHAR community made a huge mistake of embracing this failure culture all the time. We always tell we need to call from failure because we are all ingrained in a culture in the Western society at least, where we learned through school our parents that making failures is not acceptable. Brian Milner (07:18) Ha ha. Boris Gloger (07:32) And I came across Amy Atkinson and she did a great book to make clear we need to talk about failures and mistakes in a very different kind of way. We need to understand that there are at least three kinds of mistakes that are possible. One is the basic mistake, like a spelling error or you have a context problem in a specific program that you write or you... You break something because you don't know exactly how strong your material is. That is basic mistake. You should know that. That's trainable. The other is the kind of error that you create because the problem you try to solve has too many variables. So that's a complicated problem. You can't foresee all aspects that might happen in future. So typical an airplane is crashing. So you have covered everything you know so far. But then there's some specific problem that nobody could foresee. That's a failure. But it's not something that you can foresee. You can't prevent that. You try to prevent as best as possible. And that's even not an accepted mistake because sometimes people die and you really would like to go against it. So that's the second kind of mistakes you don't like to have. We really like to get out of the system. And then there's a third way kind of mistakes. And that is exactly what we need to have. We need to embrace that experimentation and even experimentation. mean, I started physics in school and in university and an experimental physicists. He's not running an experiment like I just throw a ball around and then I figure out what happens. An experiment is a best guess. You have a theory behind it. You believe that what you deliver or that you try to find out is the best you try to do. The Wright brothers missed their first airplane. I mean, they didn't throw their airplane in the balloon. Then it gets destroyed. They tried whatever they believed is possible. But then you need to understand as a team, as an organization, we have never done this before, so it might get broken. We might learn. For instance, we had once a project where we worked with chemists 10 years ago to splice DNA. So we wanted to understand how DNA is written down in the DNA sequence analyzer. And I needed to understand that we had 90 scientists who created these chemicals to be able to that you can use that in that synthesizer to understand how our DNA is mapped out. And we first need to understand one sprint might get results that 99 of our experience will fail. But again, management said we need to be successful. Yeah, but what is the success in science? I mean, that you know this route of action is not working, right? And that is the kind of failure that we would like to have. And I believe our Agile community need to tell that much more to our clients. It's not like, we need to express failure. No, we don't need to embrace failure. We don't want to have mistakes and we don't want to have complicated issues that might lead to the destroying of our products. need on the other hand, the culture, the experimentation to figure out something that nobody knows so far is acceptable, it's necessary. And then, edge our processes help us again by saying, okay, we can shorten the frame, we can shorten the time frame so that we can create very small, tiny experiments so that in case we are mistaken, Not a big deal. That was the basic idea. Brian Milner (11:04) That's a great point. That's really a great point because you're right. It's not failure in general, right? There are certain kinds of failures that we definitely want to avoid, but there's failure as far as I run an experiment. at that point, that's where we start to enter into this dialogue of it's not really a failure at that point. If you run an experiment and it doesn't turn out the way you expected, it's just an experiment that didn't turn out the way you expected. Boris Gloger (11:30) Basically, every feature we create in software or even in hardware, we have never done it before. So the client or our customers can't use it so far because it's not there. So now we ship it to the client and then he or she might not really use it the way that we believe it is. Is it broken? it a mistake? It was not a mistake. It was an experiment and now we need to adapt on it. And if we can create a system, that was all that was agile, I think was a bot. On very first start, if we can create a system that gives us feedback early. then that guessing can't be so much deviation or say in a different way, our investment in time and material and costs and money and is shortened as much as possible. So we have very small investments. Brian Milner (12:13) Yeah, that's awesome. I'm kind of curious too, because, you know, we, we, we've talked a little bit at the beginning about how, you know, this is part of this bias towards action as part of this entrepreneurial kind of mindset. And I'm curious in your, experience and your consultants experience that you've worked with big companies and small companies, have you noticed a difference in sort of that bias toward action? Uh, you know, that, that kind of. is represented in a different way in a big company versus a more small startup company. Boris Gloger (12:48) The funny thing is I don't believe it's a problem of large corporations or small, tiny little startups, even if we would say that tiny little startups are more in tune in making experiments. It's really a kind of what is my mindset, and the mindset is a strange word, but what is my basic habit about how to embrace new things. What is the way I perceive the world? Every entrepreneur who tries to create it or say it different way, even entrepreneurs nowadays need to create business plans. The basic ideas I can show to investors, everything is already mapped out. I have already clients. I have a proven business model. That is completely crazy because If it were a proof business model, someone else would have already done it, right? So obviously you need to come up with the idea that a kind of entrepreneur mindset is a little bit like I try to create something that is much more interesting to phrase it this way. by creating something, it's like art. You can't, can't... Plan art, I mean, it's impossible. I mean, you might have an idea and you might maybe someone who's writing texts or novels might create a huge outline. But on the other hand, within that outline, he needs to be creative again. And someone will say, I just start by getting continuous feedback. It's always the same. You need to create something to be able to observe it. that was for me, for me, that was the epiphany or the idea 25 years ago was, I don't know what your background is, but I wasn't a business analyst. Business analysts always wanted to write documents that the developer can really implement, right? And then we figured out you can't write down what you need to implement. There's no way of writing requirements in the way that someone else can build it. That's impossible. And even philosophers figure that out 100 years ago is written, Shanti said, you can't tell people what is the case. It's impossible. So, but what you can do, you can create something and you can have it in your review. And then you can start discussing about what you just created. And then you create a new result based on your observations and the next investment that you put in that. And then you create the next version of your product, your feature, your service, et cetera. Brian Milner (15:12) Hmm. Boris Gloger (15:25) And when we came back to the entrepreneur mindset and starting companies, Greaves created exactly that. He said, okay, let's use scrum to come up with as much possibilities for experimentation. And then we will see if it works. Then we can go on at that. And large corporations typically, They have on the one hand side, have too much money. And by having too much money, you would like to get an investment and they have a different problem. Typically large corporations typically needs to, they have already a specific margin with their current running products. And if you come up with a new business feature product, you might not get that as that amount of of revenue or profitability at the beginning. And therefore, can't, corporations have the problem that they have already running business and they are not seeing that they need to spend much, much more money on these opportunities. And maybe over time, that opportunity to make money and that's their problem. So this is the issue. It's not about entrepreneurial mindsets, it's about that. problem that you are not willing to spend that much money as long as you make much more money, it's the same amount of time on your current business. It happens even to myself, We are running a consulting company in Germany and Austria, and Austria is much smaller than Germany's tenth of the size. And if you spend one hour of sales in Austria, you don't make that much money in Austria than you make in Germany. this investment of one hour. Where should you focus? You will always focus on Germany, of course. means obvious. Brian Milner (17:08) Yeah. Yeah. Boris Gloger (17:10) Does it make sense? Maybe I'm running so. Brian Milner (17:14) No, that makes sense. That makes sense entirely. And so I'm kind of curious in this conversation about action and having a bias toward action then, what do you think are some of the, in your experience in working with companies, what have you seen as sort of the common obstacles or barriers, whether that be psychological or. organizational, what do you find as the most common barriers that are preventing people from having that bias toward action? Boris Gloger (17:44) the they are they are afraid of the of that of tapping into the new room endeavor. So that was always my blind spot because I'm an entrepreneur. I love to do new things. I just try things out. If I've either reading a book, and there's a cool idea, I try to what can happen. But we are not And most organizations are not built that way that they're really willing to, when most people are not good in just trying things out. And most people would really like to see how it's done. And most people are not good in... in that have not the imagination what might be possible. That's the we always know that product adoption curve, that the early adopters, the fast followers, the early minority, the late minority. And these inventors or early adopters, they are the ones who can imagine there might be a brighter future if I try that out. And the other ones are the ones who need to see that it is successful. And so whenever you try implementing Scrum or design thinking or mob programming or I don't whatever it is, you will always have people who say it's not possible because I don't have, haven't seen it before. And I sometimes I compare that with how to how kids are learning. Some kids are learning because they see how what is happening. They just mirroring what they see. And some kids are start to invent the same image in imagination. And but both that we are all of us are able to do both. It's not like I'm an imaginary guy who's inventing all the time and I don't, people, maybe there's a preference and the organizations have the same preference. But typically that's the problem that I see in organizations is based on our society and our socialization, on our business behaviors and maybe the pressure of large corporations and all that peer pressure is Brian Milner (19:34) Yeah. Yeah. Boris Gloger (19:54) The willingness to give people the room to try something out is the problem. Well, not the problem, it's the hinders us of being more innovative in organizations. Brian Milner (19:59) Yeah. Yeah. Well, that brings to mind a good question then too, because this experimentation mindset is very, very much a cultural kind of aspect of an organization, which speaks to leadership. And I'm kind of curious from your perspective, if you're a leader, what kind of things can you do as a leader to encourage, foster, of really nurture? that experimentation mindset in your organization. Boris Gloger (20:34) Let's have a very simple example. Everybody of us now maybe have played with chat, CPT, Suno, perplexity and so on. So that's the school AI technology around the corner. And what happens now in organizations is exactly what happens 30 years ago when the internet came here. You have leadership or managers who say, that's a technology, I give it to the teams, they can figure out whatever that is. And the funny thing is, if you have a technology that will change the way we behave, so it's a social technology, a kind of shift, then I need to change my behavior, I need to change the way I do I'm doing things. Yeah, everybody of us has now an iPhone or an Android or whatever it is, but but we are using our mobiles in a completely different way than 30 years ago. And to lead us and manage us, we need to train ourselves first before we can help our teams to change. So the problem is that Again, a lot of Agilist talks about we need, first we need to change the culture of organizations to be able to do Agile and so on and so on. That's complete nonsense. But what we really need to is we need to have managers, team leads, it with team leads, to help them to do the things themselves because Agile, even in the beginning, now it's technology change, now it's AI, is something that changes the way we do our stuff. It's kind of habit. And we need to help them to seize themselves. Maybe they can only seize themselves by doing that stuff. And that goes back to my belief that leadership needs to know much more about the content of their teams and the way these teams can perform their tasks and the technology that is around to be able to thrive in organizations. Brian Milner (22:40) Yeah. Yeah. I love this discussion and I love that you brought up, you know, AI and how that's affecting things here as well. how do you think that's having a, do you think that's making it easier, harder? How do you think AI is, is kind of influencing this bias toward action mentality? Boris Gloger (22:59) Yeah, it depends on if you are able to play. mean, because the funny thing is, it's a new kind of technology. really knows what all these tools can do by themselves. And it's new again. It's not like I have done AI for the next last 10 years and I know exactly what's possible. So we need to play. So you need to log in to adjust it. Yesterday, I tried something on Zulu. I created the company song in 10 seconds. I went to ChatGVT, I said I need a song, I need lyrics for a company song. These are the three words I would like to have, future, Beurus Kluger, and it needs to be that kind of mood. ChatGVT created the song for my lyrics, then they put the lyrics into the... And they created a prompt with ChatGVT and then put that prompt in my lyrics into Sono and Sono created that song within 10 seconds. I mean, it's not get the Grammy. Okay. It's not the Grammy. But it was, I mean, it's, it's, it's okay. Yeah. It's a nice party song. And now, and just playing around. And that is what I would like to see in organizations, that we start to play around with these kind of technologies and involve everybody. But most people, the very discussions that I had in the last couple of weeks or months was about these tools shall do the job exactly the same way as it is done today. So it's like... I create that kind of report. Now I give that to Chet Chibati and Chet Chibati shall create that same report again. That is nonsense. It's like doing photography in the old days, black and white. And now I want to have photography exactly done the same way with my digital camera. And what happened was we used the digital cameras changed completely the way we create photography and art. changed completely, right? And that is the same thing we need to do with ChatGV team. And we need to understand that we don't know exactly how to use it. And then we can enlarge and optimize on one hand the way we are working, for instance, creating 20 different versions for different social media over text or something like that, or 20 new pictures. But if I would like to express myself, so, and... and talk about my own behavior or my own team dynamic and what is the innovation in ourselves, then we need to do ourselves. And we can use, that is the other observation that we made. The funny thing that goes back to the knowledge issue, the funny thing is that teams typically say, I don't know if it's in the US, but at least in my experience, that we still have the problem within teams. that people believe this is my know-how and that is your know-how and I'm a specialist in X or Y set. So they can't talk to each other. But if you use maybe chat GPT and all these tools now, they can bridge these know-how gaps using these tools. And suddenly they can talk to each other much faster. So they get more productive. It's crazy. It's not like I'm now a fool with a tool. I can be a fool and the tool might help me to overcome my knowledge gaps. Brian Milner (26:20) Now this is awesome. I know that your book that's coming out, Strategy is Practice, talks about a lot of these things. Tell us a little bit about this book and kind of what the focus is. Boris Gloger (26:30) the basic idea when I started doing working on the on strategies, we be in the the actual community, we talk about strategy as what is a new idea of being OKR. So OKR equals strategy, and that is not true. And I came up with this basic idea, what is the basic problem of of strategic thinking and we are back to the in most organizations, we still believe strategy is the planning part and then we have an implementation part. And years ago, I came across a very basic, completely different idea that said every action is strategy. Very simple example. You have the strategy in a company that you have a high price policy. Everything you do is high price. But then you are maybe in a situation where you really need money, effort, revenue issues, liquidation, liquidation problems. Then you might reduce your price. And that moment, your strategy is gone. just your obviously and you have now a new strategy. So your actions and your strategies always in line. So it's not the tactic for the strategy, but tactic is strategy. And now we are back to Azure. So now we can say, okay, we need kind of a long-term idea. And now we can use for creating the vision. For instance, you list the V2MOM framework for creating your vision. But now I need to have a possibility to communicate my strategic ideas. And in the Azure community, we know how to do this. We have plannings and we have dailies and we have reviews and retrospectives. So now I can use all these tools. I can use from the bookshelf of Azure tools. I can use maybe OKRs to create a continuous cycle of innovation or communication so that I get that everybody knows now what is the right strategy. And I can feed back with the reviews to management. that the strategy approach might not work that way that they believed it's possible experimentation. And then and I added two more ideas from future insight or strategic foresight, some other people call it. So the basic idea is, how can I still think about the future in an not in the way of that I have a crystal ball. But I could say, how can I influence the future, but I can only influence the future if I have an idea what might be in future. It's like a scenario. Now you can create actions, power these kind of scenarios that you like, or what you need to prevent a specific scenario if you don't like that. And we need a third tool, that was borrowed from ABCD risk planning, was the basic idea, how can I get my very clear a very simple tool to get the tactics or the real environmental changes like suddenly my estimates might not be correct anymore or my suggestions or beliefs about the future might not get true in the future. So I need kind of a system to feed back reality in my strategy. it's a little bit like reviewing all the time the environment. And if you put all that together, then you get a very nice frame how to use strategy on a daily practice. It's not like I do strategy and then have a five-year plan. No, you have to do continuously strategy. And I hope that this will help leaders to do strategy. I mean, because most leaders don't do strategy. They do tactic kind of work. and they don't spend They don't spend enough time in the trenches. to enrich their strategies and their thinking and their vision. because they detach strategy and implementation all the time. That's the basic idea. Brian Milner (30:30) That's awesome. That sounds fascinating. And I can't wait to read that. That sounds like it's going to be a really good book. So we'll make sure that we have links in our show notes to that if anyone wants to find out more information about that or learn more from Boris on this topic. Boris, can't thank you enough for making time for coming on. This has been a fascinating discussion. Thank you for coming on the show. Boris Gloger (30:40) Yeah. Yeah, thank you very much for having me on your show and appreciate that your time and your effort here. Make a deal for the, it's very supporting for the agile community. Thank you for that. Brian Milner (30:57) Absolutely. Yeah, yeah, thank you.

SHOW NOTES SENDUNG 222 Wolfgang Pfeifer bei LinkedIn   Thesenpapier “Arbeits- und Fachkräftemangel” von Wolfgang Pfeifer - bestellbar via   Webinar “Fachkräftemangel ist mangelnde Menschenkenntnis” mit Wolf Lotter und Boris Gloger am 07.03.24, 13-14 Uhr     COMMUNITY EVENTS WeSession online, mittwochs, aktuell 14-tägig (siehe Event-Kalender auf der Website) 18-19 Uhr via Zoom: Do, 29.02.24 - Expedition Arbeit Meetup Franken (Fürth)   Mi, 06.03.24, 18-19:15 Uhr - EA WeSession online “Werkzeugkasten Organisationsentwicklung” mit Live-Gast Chris Kny; Zoom-Link gibt's hier:   Do, 11.04.24 - AUGENHÖHEcamp Hamburg     DAS COMMUNITY RADIO ZUR GESTALTUNG DER ARBEITSWELT Expedition Arbeit präsentiert sein Community Radio zur Gestaltung der Arbeitswelt, moderiert von Florian Städtler. Jeden Montag und Freitag erscheint dieser Podcast und präsentiert Nachrichten und Meinungen rund um Themen aus Arbeit und Wirtschaft. Die Inhalte kommen aus über zweihundert ausgewählten Quellen und von den Expedition Arbeit-Mitgliedern selbst. Immer mittwochs um 18 Uhr treffen wir uns in einer einstündigen Zoom-Online-Session, diskutieren die “These der Woche”, lassen uns von Impulsgeber:innen inspirieren oder schauen Könner:innen in Fishbowl-Diskussionen zu, um sie anschließend zu befragen.  Mehr Informationen zu unserem Netzwerk findet Ihr unter , Mitglied werden kannst du unter .  Wer als Mitglied oder Interessent:in auf dem Laufenden bleiben will, der ist herzlich in die LinkedIn-Gruppe "Expedition Arbeit" eingeladen.   ALLGEMEINE LINKS ZUR EXPEDITION ARBEIT Ideen, Anregungen und Kritisches an die Redaktion:    Expedition Arbeit-Mitglied werden,   Expedition Arbeit - Offene LinkedIn-Gruppe Community Management und Host Community Radio: Florian Städtler bei LinkedIn   Redaktionsleitung: Wolfgang Pfeifer   Sprecherin Zwischenmoderationen: Stefanie Mrachacz   Schnitt und Mix: Yannik Mattes   Die Musik und SFX (Sound-Effekte) in allen Sendungen stammen von der Plattform bzw. von Florian Städtler  

#Gerenationstalk #Generationsbotschafterin #DNEWS24 #Diversity #Demografie #arbeitswelt #ErikaRegnet #Bestager #Babyboomer Erika Regnet ist seit 2008 Professorin für Personal und Organisation an der Technischen Hochschule Augsburg. Mit ihrer aktuell gemeinsam mit Boris Gloger herausgegebenen Studie "Bestagers im Beruf" ist Sie eine spannende Interview-Partnerin für die GenerationsBotschafterin und AgeManagerin Ulrike Krämer.

Playlist der Sendung 166 00:00 SHOW INTRO: Meetup Karlsruhe 26.01.23, Basecamp NRW 04.02.23 06:27 THEMA DER WOCHE: Selbstorganisation - eine Erkundung von changeX 19:32 NEUES AUS DER COMMUNITY REDAKTION: Nachhaltige Organisationsentwicklung mit Kerstin Bresler 25:12 LIVE DABEI: Was ich Gerhard Wohland schon immer mal fragen wollte. Vorschau auf die Live-WeSession am 01.02.23 30:05 SHOW OUTRO: In Vorbereitung, die Sendung 167 (23.01.23) - Ein ausführliches Gespräch mit dem Soziopod-Gründer Patrick Breitenbach über eine weitere Perspektive auf New Work | Veranstaltungstipp: 25.01., 17-19 Uhr “Die Humanisierung der Organisation”, Veranstaltung von Metaplan (externe Veranstaltung, Anmeldung über Metaplan, Link siehe in Show Notes)   Shownotes zur Sendung 166 Expedition Arbeit Meetup Karlsruhe am 26.01.23, ℅ Pickert GmbH - Kostenfreie Anmeldung: Expedition Arbeit Basecamp NRW, Erkrath am 04.02.23, Gartenhotel Fette Henne - Hier geht's zur Anmeldung   changeX, Website Winfried Kretschmer, Chefredakteur und Geschäftsführer changeX auf LinkedIn   Elisabeth Göbel, Universität Trier   Boris Gloger bei LinkedIn   Silke Luinstra bei LinkedIn   Expedition Arbeit WeSession, online via Zoom:   Kerstin Bresler auf LinkedIn   Moin! Intranet-Gruppe “Nachhaltigkeit, (Zusammen-)arbeit und Organisationsentwicklung” Antonia Bartning, Systain Change     Brettspiel “Pitch Your Green Idea!”   Gerhard Wohland bei LinkedIn   Gerhard Wohland, Website dynamikrobust   Denkwerkzeuge der Höchstleister   LinkedIn-Thread Stefan Janßen - ausgelöst von Sendung 164 mit Gerhard Wohland   Metaplan präsentiert (die externe Veranstaltung:) Virtuelles Symposium zum Buch “Die Humanisierung der Organisation” mit Kai Matthiesen und Judith Muster. Hier geht's zur Anmeldung via Metaplan:     MITGLIED WERDEN Expedition Arbeit wünscht sich viele, neue Mitglieder: Denn dann können wir gemeinsam mehr bewirken, außerdem schaffen wir nur ab einer gewissen Größe die gewünschten Netzwerk- und Matching-Effekte. Vor allem aber glauben wir, dass wir nur mit ganz vielen auch ganz viel in Sachen sinnstiftender, selbstbestimmter und wirksamer Arbeit erreichen können.  Mitglied werden ist einfach. Kündigen übrigens auch. Weil es eben kein Abo ist, sondern eine Mitgliedschaft. Alles dazu findet Ihr auf unserer Website oder direkt auf der Crowdfunding-Plattform Steady: https://steadyhq.com/de/expeditionarbeit/about Kommt an Bord, seid dabei, lasst uns etwas bewegen!   ALLGEMEINE LINKS zu Expedition Arbeit Ideen, Anregungen und Kritisches an die Redaktion:    Expedition Arbeit-Mitglied werden   Mitglied bei Expedition Arbeit werden   Du willst in der Community mitmachen? Dann melde dich bei Der öffentliche Expedition Arbeit-Newsletter   Unsere halböffentliche LinkedIn-Gruppe   Unsere öffentliche LinkedIn-Seite   Expedition Arbeit bei Twitter   Expedition Arbeit, Event-Kalender   Community Management und Host Community Radio: Florian Städtler bei LinkedIn   Redaktionsleitung: Wolfgang Pfeifer   Sprecherin Zwischenmoderationen: Stefanie Mrachacz   Schnitt und Mix: Yannik Mattes   Die Musik und SFX (Sound-Effekte) in allen Sendungen stammen von der Plattform bzw. von Florian Städtler  

Organisationen lassen sich in der Regel nur ungerne in die Karten blicken. Schließlich könnte es passieren, dass etwas Ungünstiges preisgegeben wird. Niemand möchte seine Karten offenlegen oder gar die Hosen runterlassen. Mögliche Wettbewerbsvorteile oder gar Schwächen werden (gerne) gehütet und nicht geteilt. Doch dass dies auch anders geht und ein offener Blick in die eigene Organisation Chancen des Wachstums bietet, das zeigt diese Podcast-Folge. In der Folge interviewt Malte Foegen, Geschäftsführer der agilen Unternehmensberatung wibas, Boris Gloger, den Geschäftsführer von bg consulting. Boris Gloger steht Rede und Antwort zu Erfolgen und Herausforderungen der eigenen agilen Beratung. Wenn du an einem offenen Gespräch zwischen agilen Geschäftsführern interessiert bist, mehr über Gelerntes und das eigene Verständnis der agilen Geschäftsführung bei Boris Gloger Consulting erfahren möchtest, dann höre rein! Gestalte mit uns die kommenden Folgen! Sende uns gerne Feedback, Ideen und Themenvorschläge zu. Kontaktiere uns gerne über: podcast@wibas.com Autor(en): Malte Foegen Boris Gloger Rafael Kasprzak Kontakt: www.wibas.com

In dieser Folge unseres Product Owner Podcast sprechen Dominique & Oliver über die agile Praktik Magic Estimation. Und natürlich legen sie den Fokus ihrer Diskussion auf den besonderen Nutzen dieser Schätzmethode für Produkt Owner. Die Idee geht ursprünglich auf einen Vorschlag von Lowell Lindström aus dem Jahr 2008 zurück. Er nannte seine Idee „Affinity Estimation“. Boris Gloger griff den Ansatz auf und überarbeitete diesen zu Magic Estimation. Das Magische: sehr viele Product Backlog Items in sehr kurzer Zeit durchschätzen, um beispielsweise für ein bestimmtes Release eine grobe Idee zu einem Termin abgeben zu können. Dominique erläutert, wie er eine solche magische Schätzsession vorbereitet und dann mit dem Team durchführt. Er teilt viele hilfreiche Tipps und Tricks, die auch die Aufgaben eines Product Owners nach einer solchen Session betreffen: Wir überführe ich die Schätzungen ins Product Backlog? Und warum macht es Sinn, die Ergebnisse der Schätzungen im Product Backlog besonders zu markieren?

In dieser Folge des "Genau mein Agil - Podcast" geht es um Bälle, genauer gesagt um das vermutlich vielen bekannte Ball Point Game von Boris Gloger. Hierzu spreche ich mit Thomas Schmid, Scrum Master & Agile Coach bei openForce Information Technology GesmbH und Erfinder des Remote Ball-Point-Game, über Nutzungen des Ball Point games, seine vor- und Nachteile wie auch den Weg dieses als remote Variante aufzubauen. Wie setzt ihr das Spiel in euren Trainings ein? Wenn ihr wissen wollt, wie Thomas und ich dies tuen, dann hört hier rein. Wir freuen uns natürlich auch über Diskussionen oder Anregungen dazu. Shownotes: Webseite des Remote Ball Point Game: https://remoteballpointgame.openforce.com/ Wenn euch diese Folge gefallen hat, gebt mir euer Gefällt mir, Daumen hoch oder die 5 Sterne auf Apple Podcast, Spotify, Deezer & Co – und teilt und liked uns auf Instagram, Facebook, LinkedIn und Twitter!

Boris Gloger, Founder, Owner und CEO der borisgloger consulting GmbH, beschäftigt sich schon länger mit dem Thema Agilität im beruflichen Umfeld. Er hat bereits zahlreiche Fachbücher zu dem Thema Agilität sowie Führung geschrieben und hat bereits über 5.000 Personen in Scrum ausgebildet. In der heutigen Folge geht es aber nicht nur um das Thema Agilität, sondern auch Nachhaltigkeit und was diese mit Boris Glogers beruflichen und privaten Mobilitätsverhalten zu tun hat. Und was es mit dem Sprichwort „Verschenke deine besten Ideen.“ Auf sich hat erfahrt ihr ebenfalls in dieser Folge. Ab Minute 03:30 Mobilität und Agilität – wie lassen sich diese beiden Bereiche verbinden und was hat die Nachhaltigkeit damit zu tun? Ab Minute 15:00 Alles über Veränderungsbereitschaft und nachhaltigen Beitrag leisten – wie lässt sich das in das private und berufliche Umfeld integrieren? Ab Minute 31:00 „Verschenke deine besten Ideen.“ – was steckt hinter dem Sprichwort? Ab Minute 45:00 Wie wirkt sich die aktuelle Lage auf Boris Glogers Alltag aus und welche Learnings nimmt er aus der Zeit mit? Vernetzen mit Boris Gloger: LinkedIn: https://www.linkedin.com/in/borisgloger/ Borisgloger consulting: https://www.borisgloger.com Bei Lob, Kritik oder Fragen melde dich unter: jf@hansemondial.de             Hier kannst du den Podcast bewerten  https://podcasts.apple.com/de/podcast/mobilit%C3%A4t-der-zukunft/id1518491773                       Julien Figur, CEO von Hanse Mondial hat bereits zwölf Jahre Erfahrung in der Mobilitätsbranche gesammelt. Mit dem Podcast „Mobilität der Zukunft“ möchte er seine Erfahrungen und sein Wissen aus der Branche weitergeben.              Instagram Podcast „Mobilität der Zukunft“ www.instagram.com/mobilitaet_der_zukunft/              Social Media Kanäle Julien Figur:             Instagram: www.instagram.com/julienfigur/             Facebook: www.facebook.com/julien.figur             XING: www.xing.com/profile/Julien_Figur/cv             LinkedIn: www.linkedin.com/in/julienfigur/             Homepage Hanse Mondial: www.hansemondial.de/de/startseite/ 

Herzlich willkommen liebe Zuhörer*innen zu der einer neuen Folge des Paperwings-Podcasts In dieser Folge soll es um Führung in der Agilität gehen. Und ich möchte mit Dieter Rösner die Frage besprechen braucht „Selbstorganisaton Führung?“ Wie stark muss Führung sein in Zeiten von Agilität? Welche Rolle hat eine #Führungskraft in selbstorganisierten Systemen? Wie bin ich auf Dieter Rösner gestoßen? In Folge 17 "Ist Agilität eine Charakterfrage?" des Paperwings Podcast empfahl mir Dr. Dominic Lindner das Buch Selbstorganisationn braucht Führung - die einfachen Geheimnisse agilen Managements“ von Dieter Rösner und Boris Gloger“. Dies habe ich mir gleich gekauft und war sofort überzeugt. Dieter Rösner hat 12 Jahre Führungserfahrung auf verschiedenen Ebenen Seit 1989 ist er freiberuflicher Trainer, Berater und Coach. Ich wollte u.a. von ihm wissen: ❓ Wie führe ich in einem selbstorganisierten System? ❓ Wie gehe ich mit der Komplexität um? ❓ Welche Anreizsysteme kann ich schaffen? Ich wünsche Euch viel Spaß dabei.

Wer auf neue Formen der Arbeit setzt, merkt schnell, dass klassische Vergütungsmodelle nicht mehr dazu passen. Das Gehaltsthema ist allgegenwärtig, es schürt Hoffnungen, weckt Erwartungen, aber entzündet oft auch Neid. Geld entfacht Emotionen – positive wie negative. Es ist ein sensibles Thema. Kaum ein Unternehmen traute sich bisher daran, die eigenen Vergütungsstrukturen auf den Prüfstand zu stellen. Mit New Work stehen heute die herkömmlichen Anreizsysteme und Vergütungsprinzipien zur Diskussion. Jetzt stellen sich so manche Unternehmen die Fragen, wofür sie ihre Beschäftigten bezahlen, in welcher Form vergütet und wie verteilt werden soll. Was heißt das nun genau für Unternehmen in einer neuen Arbeitswelt, die sich in den letzten Jahren – glücklicherweise – immer mehr nach den New-Work-Dogmen richten? ​​Bei borisgloger consulting gilt schon lange: Ask the team! – seit etwa zwei Jahren aber auch beim Gehalt. Wie das im Detail funktioniert, erklären uns CEO Boris Gloger und COO Damla Nalbant in der heutigen Podcast-Folge.

Agilität und Selbstorganisation - Unser Kurswechsler Arne Schröder spricht mit Boris Gloger, der die Entstehung der agilen Idee von Anfang an miterlebt und geprägt hat. Boris Gloger ist einer der aller ersten Certified Scrum Trainer. Der ausgebildete Soziologe beschäftigt sich seit 18 Jahren mit dem Thema Scrum und ist damit ein absoluter Experte. Woher kommt die agile Idee? Was braucht es damit Selbstorganisation funktioniert? Was sind Irrtümer die in diesem Zusammenhang oft bespielt werden? "Bei Agilität geht es immer um das zu lösende Problem" Hören Sie rein und erfahren Sie mehr über Agilität und Selbstorganisation!

Heute darf ich dir den lieben Boris vorstellen und ihn als Interviewgast begrüßen. Boris lebt in Wien, hat vor ca. 18 Jahren das Thema Scrum für sich entdeckt und auch mehrere Bücher darüber geschrieben. Mit viel Leidenschaft unterstützt er nun seit vielen Jahren Firmen, um agil zu arbeiten. So definiert Boris ein passioniertes, leidenschaftliches Team Ein derartiges Team entsteht dann, wenn Menschen eine Aufgabe haben, an der sie selbst das Gefühl haben, wachsen zu können. Wenn die Teammitglieder merken, dass die Führungskraft hinter ihnen steht, funktioniert die Zusammenarbeit reibungslos. Diese Themen stehen einer agilen Arbeit häufig im Weg Laut Boris stehen das Gehalt und die Macht bzw. der Status oft im Weg.  Zudem gibt das Management im Schnitt häufig mehr Ressourcen eines Unternehmens für sich selbst aus, anstatt für den Rest der Mitarbeiter wie beispielsweise für aufwändige und teure Schulungen oder Ausflüge nur in der Führungsebene. Auch liegt der Fokus oft auf zu vielen Dingen und eine Spezialisierung ist somit kaum möglich. Wesentlich mehr Informationen und hilfreiche Tipps, wie du mit deinem Team agil arbeiten kannst, erfährst du in der kompletten Podcast-Episode. Das gibt dir Boris mit auf den Weg, wenn du auch agil starten möchtest Wenn du noch nicht agil arbeitest, empfiehlt Boris dir, Dailys einzuführen also eine tägliche Arbeitsbesprechung. Im nächsten Schritt kann noch ein Taskboard verwendet werden, an dem alle Aufgaben sichtbar und flexibel platzierbar sind. Anschließend kann dir Boris empfehlen, eine Retrospektive durchzuführen. Das sind Meetings, in welchen bewertet wird, was gut und was schlecht in einer vergangenen Periode verlaufen ist. Als Chef einer Abteilung ist es sinnvoll, vorerst herauszufinden, was agiles Arbeiten bedeutet und beispielsweise an einer Konferenz teilnehmen. Dann solltest du eigene Erfahrungen sammeln und relativ schnell ein Team aufbauen, das etwas ausprobiert. Auf CEO-Ebene empfiehlt dir Boris, selbst in einem deiner agilen Teams für 1 – 2 Wochen mitzuarbeiten. So kannst du herausfinden, wie sich die Zusammenarbeit genau anfühlt.

Nach dem gleichnamigen Titel des Buches von Boris Gloger und Dieter Rösner, diskutieren Michael und Nadja, aus aktuellem Anlass, über das Thema Selbstorganisation und dass Führung hierbei nach wie vor ein wichtiges Element der Zusammenarbeit und Unternehmenssteuerung ist. Wenn wir an Führung denken, denken die Meisten statistisch gesehen, an ihre eigene Führungskraft oder vielleicht auch an einen Chef, der das Thema Führung der eigenen Meinung nach super gut oder im Gegenteil eigentlich gar nicht verstanden hat. In den wenigsten Fällen denken wir darüber nach, was Führung im Alltag und bei der Arbeit noch so alles bedeuten kann und dass wir uns durchaus viel häufiger Führen lassen, als uns das unbedingt noch so bewusst ist. Häufig eben aber auch ohne direkten Bezug zu einer Führungsperson.

Selbstorganisation ist in, nicht selten liest man davon, doch selten geht das über ein "Teams müssen selbstorganisiert sein" hinaus. Hörer Christian hat uns schon vor einiger Zeit darum gebeten, einen Podcast zu diesem Thema aufzunehmen und so dachten wir uns: Warum nicht einen der Autoren des Buchs "Selbstorganisation braucht Führung" einladen? Deswegen arbeitet Dominik zusammen mit Boris Gloger heraus, was es braucht, um Selbstorganisation zu fördern und zu führen und versucht mit ihm zunächst einmal zu definieren, was Selbstorganisation überhaupt ist.

In dieser Episode reden wir mir Boris Gloger über die Selbstorganisation im Unternehmen, über agile Teams und die Rolle der Führung in agil arbeitenden Unternehmen. Wir klären die Rolle der Führung in selbstorganisierten Unternehmen und wie die klassische Führung die Transformation vollziehen kann.

Wenn Selbstorganisation zunehmend wichtiger wird, brauchen wir neue Gewohnheiten, sogenannte "Organisationsgewohnheiten zweiter Ordnung". Das ist quasi wie Kochen ohne Rezept. Schüler lernen dann beispielsweise, wie man mehr Verantwortung für das eigene Lernen übernimmt und auch einmal die Rolle des Lehrers übernimmt. Wie das in Organisationen gelingen kann, darum geht es im Experten-Interview mit Boris Gloger. Boris Gloger zählt weltweit zu den Pionieren und Innovatoren von Scrum ‒ einer agilen Art des Lernens und Arbeitens, die ursprünglich aus der Softwareentwicklung stammt. Alle Episoden: http://www.digitalistbesser.org/category/abenteuer-digitale-zukunft Zu iTunes: https://itunes.apple.com/de/podcast/abenteuer-digitale-zukunft/id1249650623?l=en&mt=2 In der vierten Episode von „Abenteuer digitale Zukunft“ geht es um Organisationsgewohnheiten zweiter Ordnung. Wenn Selbstorganisation im Übergang zum digitalen Zeitalter zunehmend wichtiger wird, stellt sich die Frage, wie wir unsere Gewohnheiten dahingehend verändern, dass wir mehr Verantwortung für unser Tun übernehmen und weniger nach „Rezepten“ arbeiten. Das bedeutet, dass wir auf der ersten Ebene davon ausgehen, dass uns jemand sagt, wie wir etwas zu tun haben, während wir auf der zweiten Ebene selber entscheiden, wie wir ein bestimmtes Ziel erreichen. In Unternehmen sprechen wir von Mitarbeitern, die nach Instruktionen arbeiten und von Mitarbeitern, die eigenverantwortlich im Team arbeiten. Oder wir sprechen in Schulen von jungen Menschen, die nicht mehr nur nach der Vorgabe von Lehrern handeln, sondern zunehmend mehr die Verantwortung für ihr Lernen übernehmen. Damit wären wir im Bereich teilautonomer Verantwortung angelangt. Eine Methode bzw. ein Framework, in dem teilautonomes Arbeiten die Basis bildet, ist Scrum. Dieses Vorgehensmodell wurde ursprünglich in der Softwaretechnik entwickelt, ist aber mittlerweile davon unabhängig. Die Idee dahinter: Bereits in den 1990iger-Jahren war die Softwareentwicklung von traditionellen Managementmethoden geprägt, die aber der Komplexität der Softwareproduktentwicklung durch Projekthierarchien, Kontrollmechanismen und langfristige Planung nicht mehr gerecht worden. Also setzte man stattdessen auf flachere Hierarchien, weniger Kontrolle, mehr Eigenverantwortung und kurzfristigere Planungszyklen. Heute gilt dieses Prinzip beinahe für alle Branchen, die versuchen, auf die komplexen Herausforderungen des digitalen Zeitalters zu reagieren. „Führen mit Scrum“ bedeutet daher in Arbeit und Bildung, mehr Selbstorganisation zuzulassen und den Weg für Organisationsgewohnheiten zweiter Ordnung zu ebnen. „Führen mit Scrum“ ist auch das Thema von Boris Gloger, der in dieser Sendung interviewt wird. Gloger zählt weltweit zu den Pionieren und Innovatoren von Scrum. In den „Medientipps zum Wandel“ wird in dieser Sendung darüber hinaus das Buch „Selbstorganisation braucht Führung“, das Gloger zusammen mit Dieter Rösner geschrieben hat, näher vorgestellt. Außerdem wird dieses Prinzip auf den Bildungsbereich am Beispiel von Schulen bezogen, die sich auf den digitalen Wandel einstellen. Das Buch dazu: „Schulen im Aufbruch – Eine Anstiftung“ von Magret Rasfeld und Stephan Breidenbach. Diese neue Serie wird unter der Creative Commons-Lizenz 4.0 veröffentlicht: Nicht-kommerziell ‒ Weitergabe unter gleichen Bedingungen. Einzelne Sounds und Geräusche stammen von dem Designer Jochen Kronenberg.

Wir starten mit unserer (voraussichtlich) vierteiligen Serie zu agiler Skalierung. In der ersten Folge spricht Dominik mit Boris Gloger über dessen "Scrum Think Big" Ansatz, wie er diesen Ansatz entwickelt hat und was der wesentliche Unterschied zu Ansätzen wie SAFe, LeSS oder Nexus ist. Boris erklärt außerdem, warum eine entkoppelte Architektur wichtig ist, wie Digitalisierung agile Skalierung vereinfacht und worauf Projektleiter, Manager oder CXO achten müssen, um sicherzustellen, damit ein großes, agiles Projekt funktioniert.

Boris Gloger says it's time to reimagine Scrum. Or rather to take Scrum back to its roots, before Scrum 1.0, whose original picture, Boris contends, is wrong. Scrum originated in "The New New Product Development Game" by Hirotaka Takeuchi and Ikujiro Nonaka, and Boris revisits it to point out the ways that Scrum and current Agile practices need an overhaul. Here's a taste of some of Boris' thoughts on Scrum 3.0: - The team interacts directly with the customer or end-user and write user stories, not the Product Owner. - If, in Lean thinking, every type of inventory is waste, then the Product Backlog is also waste. - Sprints can begin as soon as one user story or task is ready for the team to consume. - Daily Scrum need to be rethought too, rather than daily, every 90 minutes. - Many more (very short) demos, perhaps every 90 minutes... Boris also shares some experiences using Scrum 3.0 at a client.  (There's also a lot of dishes clanging in the background--sorry! But people gotta eat... :)) SolutionsIQ's Howard Sublett hosts at Agile2016 in Atlanta, GA. About Agile Amped The Agile Amped podcast series connects the community through compelling stories, passionate people, shared knowledge, and innovative ideas. Fueled by inspiring conversations with industry thoughtleaders, Agile Amped offers valuable content – anytime, anywhere. To receive real-time updates, subscribe at YouTube, iTunes or SolutionsIQ.com. Subscribe: http://bit.ly/SIQYouTube, http://bit.ly/SIQiTunes, http://www.solutionsiq.com/agile-amped/ Follow: http://bit.ly/SIQTwitter  Like: http://bit.ly/SIQFacebook