All posts by Tobias Leonhardt

A Build-in-Leadership Organisation

An organisation with leadership but no leaders, an organisation without a middle management, is faster, much more dynamic and innovative, more efficient and more productive. It’s an organisation where very everybody takes responsibility and enrich the organisational output constantly.

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Agile Project Management @ Zalando

I started writing about the agile project management framework that we created and use at Zalando Technology. I started setting up this framework in spring 2013 talking to the 20 different teams collecting their best practices and filling up the gaps with my experience and knowledge from over 10 years in projects and creating management frameworks.

It worked pretty well. I spotted 5 critical issues (or „ways to improve“) within Zalando Technology and addressed thous primarily within the framework. Read more…

Kaffeeriecherin in München, Berlin oder Tokio

Für eine befreundete, Kreative-Agentur suche ich eine Kaffeeriecherin als kreatives Multitalent mit offline Erfahrungen. Eine Kaffeealergie ist kein Einstellungshinderniss.

Holacracy News @ Scoop.it

I have never seen a company try to continuously improve themselves more than Spotify. … And they give teams every incentive to continuously improve what they do every day.

What I mean by that, is everyone one here really cares. … Care deeply. They all want to improve at everything they do.

Jonathan (the agile warrior) lately have fun at Spotify, sharing his fist impressions

History of Holacracy

The Discovery of an Evolutionary Algorithm

An summery from Brain Robertson about Holacracy as well as an introduction for his new book Holacracy: Evolution for Organizations.

Good Practices to adapt Holacracy sucessfully

Springtest is talking about there challenges and their approaches to react.

  • Embrace the uncertainty. Honestly, we just try our best to use the process to create clarity around all the things we’re doing or want to be doing
  • Learn the rules! This might seem obvious, but we definitely should’ve placed more emphasis on this
  • Coach each other a lot. Especially for lead links, who might have been “managers” before Holacracy, this requires a lot of learning and peer-feedback
  • Try out different methods for synchronizing efforts. Currently, we’re trying to make our strategies more concrete, practice what you preach. Try to address people by stating your and their role
  • We should probably have placed more emphasis on learning the rules, and we’re correcting that now by doing more training.
  • Remind ourselves to not be creationists. We do try to focus on our tensions, so instead of talking only about the solution
  • We first said Holacracy was an experiment, and it was. However, when you’re further in the process it’s important to stress that the intention is to keep using it forever.

Read more about this on Medium as well as …

Why we’re adopting Holacracy as our organisational operating system at Springest
What does it really do for our 32 person startup?

Five Common Critiques of Holacracy

Clarification for 5 most common critiques

  1. “You can’t just throw out structure!”
  2. “Self-organization will increase territorial disputes which will lower employee engagement!”
  3. “Without hierarchy no one will make a decision!”
  4. “The rules are too complex!”
  5. “What about the customer!?”

Read more on Medium

„Rule #37b: You can’t fix stupid.“ …says Rain Schmidt, Zappos Labs

Scrum & Holacracy

Recording of the APM meetup „Scrum and Holacracy: a match made in ‚agile‘ heaven?“

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