10 Commandments of Agile Management Systems

Why traditional management systems fail

Traditional management systems are often designed to ensure stability and control. They are often based on fixed hierarchies, lengthy planning processes and rigid structures. These characteristics lead to significant disadvantages in a rapidly changing business environment:

• Slow response times: Traditional systems often take a long time to react to changes in the market or to customer needs. This is due to the complex planning and approval processes that are required before adjustments can be made.

• Lack of flexibility: Rigid structures prevent rapid adjustments and promote a culture that is focused on regulatory compliance rather than innovation. This makes it difficult to quickly test and implement new ideas and solutions.

• Silos create communication barriers: In traditional management systems, departments are often isolated from each other, i.e. “divided”. These silos impede the flow of information and collaboration between teams, which affects efficiency and the ability to solve problems quickly.

• Top-down decisions: Decisions are often made from top to bottom, which limits the personal responsibility and motivation of employees. As a result, valuable ideas and feedback are not taken into account in the further development of the processes.

Agile management systems: How they work and why their use is worthwhile

What does agility mean specifically for management systems? Agility refers to an organization's ability to respond quickly and effectively to change. This goes far beyond mere flexibility and also includes proactive adjustment and continuous improvement of internal processes.

An agile management system must therefore use methods and tools that enable iterative and incremental development.

• Customer focus: Agile management systems focus on the customer. Feedback is regularly obtained and incorporated into development to ensure that changes meet actual needs.

• Iterative processes: Instead of pursuing long-term, rigid plans, agile systems work in short, flexible cycles. This enables rapid adaptation to new findings and changing requirements.

• Transparency and communication: Regular meetings, such as daily standups and retrospectives, promote communication within the team and ensure transparency throughout the process.

• Empowering teams: Agile management systems delegate responsibility and decision-making powers to the teams and thus to the process operators. This promotes innovation and commitment, as teams have the freedom to act independently and develop solutions.

From working with hundreds of companies, we have developed the 10 Commandments for agile management systems. These commandments form the basis for the success of many management systems.

The 10 commandments of agile management systems:

1. Collaboration - A management system should represent the entire company. Intrinsically motivated employees and their involvement are essential. Away from central authors, towards shared responsibility. The days when QM acted as an isolated staff unit are over!

2nd simplicity - The management system must be accessible and understandable for every employee. It should be simple enough that it can be explained in a maximum of 5 minutes.

3rd Timeliness - Changes to the system must be quick and easy. This increases flexibility, responsiveness and adaptability.

4th Perceived benefit - A management system must provide real benefits to employees' everyday lives. The content should be valuable and practice-relevant to make everyday work easier.

5th Start with prototypes and gradually improve - Errors and gaps are allowed. The system can be continuously improved through rapid adjustments and iterations.

6th Accessibility - Content must be clear and understandable. Avoid complex texts and foreign languages. Communication should be simple and process-oriented.

7. Cultivation - The system should be firmly anchored in the everyday life of employees, e.g. in meetings, training courses and reviews. This accelerates effective process changes.

8th Single Point of Truth - All relevant data and information should be stored centrally in the management system. This avoids inconsistencies, duplication and contradictions.

9th Motivation - Avoid justifying the need for the management system with audits or standards. This nips intrinsic motivation in the bud. Instead, show the direct, personal benefits for employees in their day-to-day work.

10th Gardening - Maintain the system regularly. Archive unused information to reduce the flood of information and keep the system lean and efficient.

Time to ask yourself: Which bids are we already implementing effectively?

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