Book Online Tickets for Management 3.0 2-day Workshop, Bengaluru. Motivation, Empowerment, Alignment, Competence, Structure, Improvement
Learn a new approach to leading and managing Agile organizations.
Organized by coMakeIT (Hyderabad) and Agile Strides. More info on the costs (including early bir

Management 3.0 2-day Workshop


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About The Event

Motivation, Empowerment, Alignment, Competence, Structure, Improvement
Learn a new approach to leading and managing Agile organizations.

Organized by coMakeIT (Hyderabad) and Agile Strides. More info on the costs (including early bird can be found here


Agile management is an often overlooked part of Agile. There is much information available for developers, testers, and project managers how to be and act Agile, but very little for managers and team leaders. However, when organizations adopt Agile software development, not only developers, testers, and project managers need to learn new practices. Managers and team leaders must also learn a new approach to leading and managing agile organizations.
Several studies indicate that “old-style” managers are the biggest obstacle in transitions to agile software development. Managers and team leaders need to learn what their new role is in agile organizations. This course will help them.

Who should attend

This course aims at leaders/managers who want to become Agile, and people who want to become great team leaders or line managers.

The course typically draws team leaders, managers, agile coaches, scrum masters, project managers, product owners, developers and testers, and top-level management.

Why attend

You have the following challenges in your work:
  • How do we get workers to be more productive?
  • How do we optimize learning?
  • How do we grow a great organizational culture?
  • How can we incentivize better performance?
  • How can we get people to self-organize?
  • How do we motivate people?
  • How do we cope with change and uncertainty?
  • How can we deal with complexity?
  • What is the meaning of our work?
  • What is the purpose of our organization?
  • What is your role as manager in an Agile Environment?


  • "Just the right amount of theory vs. exercises, general experience vs. each participant’s experience, oneway teaching vs. two-way sharing/feedback." - Claudia Daniela Hosu, Scrum Master at Small Footprint, Romania
  • "While this is a management class, the content is important regardless of your role in the organization – management is by definition a two-way relationship, and it’s important that people who work in a company understand what good management practice looks like and how their organization is designed to support–or block–it, regardless of what their title might be." - Ellen Grove from Agile Partnership
  • “It has the right mix of examples, theory, and games. Convincing and authentic.” – Sergiu Gavrila, team leader at itdesign GmbH, Germany

Topics covered

  • Management and Leadership 
  • Complexity science and systems thinking
  • Energize  people
  • Empowering Teams
  • Align Constraints
  • Development Competence
  • Grow organizational structures
  • Improve Everything


Topics Day 1

  1. Management and Leadership  is one of the building blocks of Management 3.0. You will learn about the different Management styles, 1.0, 2.0 and 3.0. What are the disadvantages and advantages of the different styles. What is the role of a manager in a Management 3.0 environment;
  2. Complexity science and systems thinking are the cornerstones of an Agile mindset. You will learn about causal loop diagrams, what complexity theory is, how to think in terms of systems, about the difference between complex and complicated, and about the fallacies we often recognize in traditional linear thinking. You will learn about eight guidelines to deal with complexity;
  3. People are the most important parts of an organization and managers must do all they can to keep people active, creative, and motivated. You will learn about the difference between extrinsic vs. intrinsic motivation, the 10 intrinsic desires, and common techniques for understanding what is important to the people in your teams. We will talk about 12 steps to Happiness, what can you do to implement those 12 steps. You will learn about six rules to set up good reward and incentives;
  4. Teams are able to self-organize and this requires empowerment, authorization, and trust from management. You will learn how to make self-organization work, how to distribute authorization in an organization, the challenges of empowerment, how to grow relationships of trust, and several techniques for distributed control, such as the 7 levels of delegation, and authority boards. More and more teams are working distributed so giving each other feedback face-to-face is challenging. We will talk about techniques to give each other feedback via email or other social media tools;

Topics Day 2

  1. Self-organization can lead to anything and it’s therefore necessary to protect people and shared resources, and to give people a clear purpose and defined goals. You will learn when to manage and when to lead, how to use different criteria to create useful goals, about the challenges around management by objectives, and how to protect people and shared resources from any bad effects of self-organization. We will talk about Objective-Key Results, how to implement them and review them against the 12 rules for good metrics;
  2. Teams aren’t able to achieve their goals if team members aren’t capable enough and managers must therefore contribute to the development of competence. You will learn about skill levels and discipline levels, how and when to apply the seven approaches of competence development, how to measure progress in a complex system, the effect of sub-optimization, and several tips for useful metrics. You will learn techniques to guide 1-2-1 with people and to focus on possible next improvements;
  3. Many teams operate within the context of a complex organizationand thus it is important to consider structures that enhance communication. You will learn how to grow an organizational structure as a fractal, how to balance specialization and generalization, how to choose between functional and cross-functional teams, about informal leadership and widening job titles, and about treating teams as value units in a value network. You will learn about how to work with salary formula, and which factors could be included in creating a salary formula;
  4. People, teams, and organizations need to improve continuously in order to defer failure for as long as possible. In practice this means that managers and leaders must act as change agents, trying to change the social complex systems around them. You will learn about the 4 facets of change management, which address the system, the individuals, the interactions, and the boundary of the system. You will learn about how to create an organization that is able to be creative and innovative. You will learn about if you need to celebrate success or failure or learning?

Games and Exercises

Each of the eight topics includes at least one game or exercise where people put into practice the ideas of the course in groups of five or six people. Sometimes the attendees play as different managers against each other. Sometimes they act together as one manager, sharing their thoughts while working on a problem.
Every social activity ends with a debrief and a discussion, so that people can relate what they’ve learned to their own situation, and bring up questions and experiences to be addressed by the whole group.

Practical details

  • Digital Certificate of attendance signed by Jurgen Appelo
  • Included: welcome coffee, lunch and coffee breaks
  • Language: English
  • Participants will receive a certificate of attendance

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