The Leaders Guide to Radical Management -- Book Club

This page has not been liked. Updated 3/24/14, 10:58 AM by ZachJoryTags: None

Please click the "Log in" link above and follow instructions to become a member of the DevOps Community, if you have not already joined. Thanks!


How to Join the Calls

Session Tuesdays

12:00-1:00 p.m. EST (GMT-5)

Week 8 - Linkages to other books and authors

March 25, 2014


Register 8A

The dial in number is 888-426-6840 and the Code is 49057106. You can access global toll-free numbers here:

We will also have a Smart Cloud Enterprise e-Meeting for this call. You can access it here:


Three Steps to Prepare

Step 1. Register for Additional Book Club Sessions (Attend as many as you would like or can.)

Step 2. Order the book (It's also available on Safari.)

Step 3. Prepare for discussions (You can lurk or join the discussion--Your choice!)


The Leader's Guide to Radical ManagementQuestion: What does Radical Management have to do with successfully developing software and solutions that include software? Why on earth is this Book Club one of the first work groups sponsored by the DevOps Community--a developerWorks technical community focused on helping technical teams to embrace a DevOps approach?


Answer: Our success in embracing DevOps principles (and lean and agile principles) is often constrained by historical constructs around hierarchies, existing silos, command-and-control leadership methods, traditional performance evaluations and inward-facing goals. The DevOps approach breaks down those barriers, embraces collaboration and focuses on "optimizing the whole." To achieve radical success as an enterprise requires that we work together to find practical ways to transform our workplace for the 21st century.



The discussion will explore five main shifts that are at the core of the transformation many are experiencing:

  1. Organizational goal: a shift from an inward-looking goal of making money and maximizing shareholder value to an outward-looking goal of delighting customers profitably. Innovation and transformation are no longer options: they are imperatives.
  2. Organizational structure: a shift from managers controlling individuals to enabling collaboration among diverse self-organizing teams, networks and ecosystems.
  3. Coordination of work: a shift from coordinating work by hierarchical bureaucracy with rules, roles, plans and reports to dynamic linking, with iterative approaches to development and direct customer feedback from, and interaction with, teams, networks and ecosystems.
  4. Values: a shift from a single-minded preoccupation with economic value and efficiency to an embrace of values that will grow the firm and the accompanying ecosystems, particularly radical transparency, continuous improvement and sustainability.
  5. Communications: a shift from top-down directives to multi-directional conversations. Instead of telling people what to do, leaders inspire people across organizational boundaries to work together on common goals.


Individually, none of the components is new: a whole body of knowledge exists about how it works and why. What is new is how the components are brought together in a coherent and consistent way.

Steve DenningSteve Denning will participate in and provide a framework for the discussion, building on his book The Leader's Guide to Radical Management (LGRM) and his popular column on Steve will discuss how the principles rooted in lean and agile have enterprise-wide implications and discuss what’s involved in applying them across the entire enterprise. The conversation will help pull apart the black box of traditional management and put the pieces together in a way that is more productive for the organization, more satisfying for those doing the work and more valuable for those for whom the work is done. It means a fundamentally different way of thinking, speaking, and acting in the workplace.

The discussion will also link to more than a score of books by other authors that are fleshing out aspects of the ongoing transformation. The discussion will explore the linkages with related terms such as “the elastic enterprise”, “the flat army”, “the connected company” or “the power of pull”.


General Meeting Flow:

  • 2 min - DevOps Community Announcements. Each Study Group meeting begins with a couple of minutes of DevOps Community Announcements, so that everyone is aware of new resources and upcoming opportunities for participation.
  • 45 min - Discussion Group led by the facilitator for the week. (Summary, followed by discussion questions.)
  • 10 min - Organizing into follow-on discussions. Members can identify a topic of interest and target audience (ie managers, dev team members, etc). Members indicate interest via the chat window

Target Audience:

  • Technical team members, leaders, managers and executives. (Further breakout sessions may focus on specific roles)

Meeting Dates and Times:

  • Tuesdays, 12:00-1:00 p.m. EST (GMT-5)
  • Tuesdays,  9-10:00 p.m. EST (GMT-5)

Register for Book Club Sessions

Prepare for Discussions

Contact: if you have questions or need help