Practical Ways to Lead an Innovative Organization
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Practical Ways to Lead an Innovative Organization

Modern Management Made Easy, Book 3

About the Book

Can you, as a manager, lead innovation? Yes. Although, you might never have seen innovation in management—and that’s a problem. You are not alone.

Innovative leaders encourage change. They create just enough organizational rules. Those rules help people and teams make good decisions.

Based on research, backed up by personal stories, you'll see how modern managers create innovation throughout the organization.

Through questions and stories, learn how you can:

·     Use the seven principles of modern management to create an environment where the managers work in teams.

·     Increase the organization's ability to deliver your products and services.

·     Plan by value.

·     Welcome experiments and learn from them.

·     Invite change, instead of fear it.

·     And, much more.

With its question and myth, each chapter offers you options to rethink how you can create innovation in management and across the organization.

You'll see how common—but ill-advised—management practices prevent great business outcomes. Instead, learn how to lead innovation in management and across the organization. Your customers and teams will both be delighted.

Become a modern manager. Learn to lead an innovative organization.

About the Author

Johanna Rothman
Johanna Rothman

Johanna Rothman, known as the “Pragmatic Manager,” offers frank advice for your tough problems. She helps leaders and teams do reasonable things that work. Equipped with that knowledge, they can then decide how to adapt their product development.

With her trademark practicality and humor, Johanna is the author of 18 books and hundreds of articles. Find the Pragmatic Manager, a monthly email newsletter, and her blogs at jrothman.com and createadaptablelife.com.

She is the author of these books:

In addition, she is a contributor to:

For fiction:

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Table of Contents

  • Praise Quotes
  • Acknowledgments
  • About this Early Release
  • Introduction
  • 1. Encourage Management Innovation
    • 1.1 Consider These Innovation Leadership Principles
    • 1.2 Start With Why
    • 1.3 Manage for Effectiveness
    • 1.4 Environment Shapes Everyone’s Behavior
    • 1.5 Encourage Management Flow Efficiency
    • 1.6 Create a Congruent Organization
    • 1.7 Create Integrity in the Organization
    • 1.8 Manage for Change and Innovation
  • 2. Does Management Require Practice?
    • 2.1 Myth: Management Doesn’t Need Practice
    • 2.2 Increase Management Capability
    • 2.3 Create Your Management Cohort
    • 2.4 Options to Practice Management
  • 3. Should We Treat Everyone the Same Way?
    • 3.1 Myth: We Must Treat Everyone the Same Way
    • 3.2 Everyone Wants Something Different
    • 3.3 Options for Fair Treatment
  • 4. Must We Manage Performance?
    • 4.1 Myth: Performance Management Creates Employee Engagement
    • 4.2 Performance Management Creates Disengagement
    • 4.3 Ranking People Creates Disengagement
    • 4.4 What Creates Employee Engagement?
    • 4.5 Options to Manage Salary Expenses
    • 4.6 Individual Bonuses Create Disengagement
    • 4.7 Options to Create Engagement
  • 5. Which Teams Are the Best?
    • 5.1 Myth: I Can Compare Teams and It’s Valuable to Do So
    • 5.2 Individuals and Teams Perform Incomparable Work
    • 5.3 Measure Flow, Not Productivity
    • 5.4 Verify the Team’s Objectives
  • 6. Does Competition Between Teams or Managers Work?
    • 6.1 Myth: Friendly Competition Is Constructive
    • 6.2 “Friendly” Competition Never Is
    • 6.3 What Are Your Objectives?
    • 6.4 Ask the Teams for the Results You Want
    • 6.5 Recognize Competition
    • 6.6 Options to Avoid Competition
  • 7. What Kind of Physical Space Works?
    • 7.1 Myth: We Only Need One Kind of Space
    • 7.2 Knowledge Workers Need a Variety of WorkSpaces
    • 7.3 How Knowledge Workers Use Space
    • 7.4 Options to Create Necessary Workspaces
  • 8. Don’t We Need Estimates to Plan?
    • 8.1 Myth: I Need Estimates to Plan
    • 8.2 Understand an Estimate’s Value
    • 8.3 Plan by Value
    • 8.4 Use Value to Assess Your Work
    • 8.5 Options to Move to Value-Based Planning
  • 9. Must We Utilize Everyone at 100%?
    • 9.1 Myth: 100% Utilization Works
    • 9.2 How Did We Get Here?
    • 9.3 Why 100% Utilization Doesn’t Work for People
    • 9.4 Agile and Lean Approaches Make the Myth Transparent
    • 9.5 Can We Accommodate Fast Switching?
    • 9.6 Options to Avoid 100% Utilization
  • 10. Can’t I Move People From Project to Project?
    • 10.1 Myth: I Can Move People Like Chess Pieces
    • 10.2 Managers Can’t Please Everyone
    • 10.3 Say No
    • 10.4 Visualize the Work at All Levels
    • 10.5 Flow Projects Through Teams
    • 10.6 Capitalize on Each Person’s Individualities
    • 10.7 Options to Collaborate on the Project Portfolio
  • 11. Don’t People Already Know How to Do Their Jobs?
    • 11.1 Myth: We Have No Time for Training
    • 11.2 Training Is a Necessary Part of Technical Work
    • 11.3 Make Time for Conferences, Too
    • 11.4 Capitalize on Curiosity
    • 11.5 Evidence That People Need Training
    • 11.6 Options for Training
  • 12. Doesn’t Lower Salaries Mean Lower Project Cost?
    • 12.1 Myth: Lower Wages Mean Less Expensive Projects
    • 12.2 Project Cost Is More Than Wage Cost
    • 12.3 Visualize Your Team’s Cycle Time
    • 12.4 Cost of Delay Affects Any Project, Agile or Not
    • 12.5 Hire Smart Teams, Not Solo People
    • 12.6 Options to Lower Cycle Time and Project Costs
  • 13. Who Makes Which Decisions?
    • 13.1 Myth: I Can Standardize How Other People Work
    • 13.2 Standards Create a False Sense of Security
    • 13.3 Imposing a Standard Removes Autonomy
    • 13.4 Policies and Procedures Prevent People from Thinking
    • 13.5 Standards Create Brittle Systems
    • 13.6 Power Derives from Decisions (and Hierarchy)
    • 13.7 Guidelines and Constraints Build Adaptability and Resilience
    • 13.8 Create a Safe and Transparent Environment
    • 13.9 Options to Address Decision Power
  • 14. Isn’t the Organization a Well-Oiled Machine?
    • 14.1 Myth: I Can Manage by Spreadsheet
    • 14.2 Embrace Management “Messiness”
    • 14.3 Data Helps Management Decisions
    • 14.4 Consider Measures that Enhance Innovation
    • 14.5 Management is All About People
    • 14.6 Options to Create an Opportunistic Culture
  • 15. Where’s the Quick Fix or Silver Bullet?
    • 15.1 Myth: We Need a Quick Fix or a Silver Bullet
    • 15.2 Know Your Business Reason for Any Change
    • 15.3 There is No Quick Fix or Silver Bullet for Culture
    • 15.4 Beware of Management Fads
    • 15.5 Reframe Change as Experiments
    • 15.6 Options for Change
  • 16. Where Will You Start Leading an Innovative Organization?
    • 16.1 Does Your Organization Require Innovation?
    • 16.2 Reinforce a Culture of Innovation
    • 16.3 Assess Your Current Actions
    • 16.4 Change Your Behaviors First
    • 16.5 You Don’t Have to be Perfect
    • 16.6 Is an Innovation Culture For You?
  • Annotated Bibliography
  • More from Johanna
  • Notes

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