References

Introduction

[1] Semler, R., Maverick. The Success Story Behind the World’s Most Unusual Workplace. Warner Books 1993, p. 3.

[2] ibid., p. 253.

[3] Kaltenecker, S., Leading Self-Organising Teams. Workbook for Lean and Agile Professionals. InfoQ 2015.

https://www.infoq.com/minibooks/leading-self-organising-teams

1 Customer First

[1] Hamel, G., First, Let´s Fire All the Managers. Harvard Business Review, December 2011,

https://hbr.org/2011/12/first-lets-fire-all-the-managers.

[2] Carney, B.M., Getz, I., Freedom, Inc. Free Your Employess and Let Them Lead Your Business to Higher Productivity, Profits, and Growth. Crown Business, 2010, p. 15.

[3] Roock, A.: Culture is the True North.

https://www.infoq.com/articles/scaling-at-jimdo

[4] Huijbers, P., Care in the Neighbourhood: Better Home Care at Reduced cost.

http://interlinks.euro.centre.org/model/example/ NeighbourhoodCareBetterHomeCareAtReducedCost

[5] Roock, A.: Culture is the True North.

https://www.infoq.com/articles/scaling-at-jimdo

[6] Mintzberg, H., Ahlstrand, B., Lampel, J., Strategy Safari. A Guided Tour Through The Wilds of Strategic Management. Free Press, 1998.

[7] Brown, T., Change by Design. HarperCollins, 2009.

[8] Maurya, A., Running Lean. Iterate from Plan A to a Plan That Works. O´Reilly, 2012.

2 Visual Work Management

[1] Leopold, K., Kaltenecker, S., Kanban Change Leadership. Creating a Culture of Continuous Improvement. Wiley, 2015.

[2] Leopold, K., Practical Kanban. From Team Focus to Creating Value. LeanPub 2017.

[3] ibid., p. 48.

[4] Kaltenecker, S.; Beyer, M., Kanban on track – Evolutionary Change Management at the Swiss railways.

http://www.infoq.com/articles/kanban-on-track.

3 Fast Feedback Loops

[1] Vacanti, D., Actionable Agile Metrics for Predictability. An Introduction. Leanpub, 2015.

[2] ibid., pp.123.

[3] Magennis, T., Top Ten Date and Forecasting Tips.

http://focusedobjective.com/top-ten-data-forecasting-tips/

[4] Reinertsen, D. G., The Principles of Product Development Flow. Celeritas Publishing, 2009, p. 222.

4 Customized Decisions

[1] Luhmann, N., Organisation und Entscheidung. Verlag für Sozialwissenschaften, 2000, p. 71.

[2] Weick, K. E.; Sutcliffe, K. M., Das Unerwartete managen. Was Unternehmen aus Extremsituaitonen lernen können. Klett-Cotta Verlag, 2003.

[3] Reinertsen, D. G., The Principles of Product Development Flow. Celeritas Publishing, 2009, p. 169.

[4] Mois, T., Baldauf, C., 24 Work Hacks…auf die wir gerne früher gekommen wären. Sipgate, 2016.

5 Bold Experiments

[1] Carney, B.M., Getz, I., Freedom, Inc. Free Your Employees and Let Them Lead Your Business to Higher Productivity, Profits, and Growth. Crown Business, 2010, p. 11.

[2] Ries, E., The Lean Startup. How Constant Innovation Creates Radically Different Businesses. Portfolio Penguin, 2011, p. 122.

[3] Brown, T., Change by Design. HarperCollins, 2009, p. 163.

[4] Kotter, J., Accelerate. Building Strategic Agility for a Faster-Moving World. Harvard Business Review Press, 2014, p. 163.

[5] Brown, T., Change by Design. HarperCollins, 2009, pp. 73.

[6] Kniberg, H., Ivarsson, A., Scaling Agile @ Spotify with Tribes, Squads, Chapters and Guilds.

http://blog.crisp.se/2012/11/14/henrikkniberg/scaling-agile-at-spotify

[7] Derby, E., Larsen, D., Agile Retrospectives. Wesley-Addison, 2006.

[8] Zeuch, A.: Alle Macht für Niemand. Aufbruch der Unternehmensdemokraten. Murmann Publishers, 2015, p. 105.

[9] Hoppmann K., Stötzel, B., Demokratie am Arbeitsplatz. Ein Modellversuch zur Mitwirkung von Arbeitnehmern an betrieblichen Entscheidungsprozessen. Campus Verlag 1997.

[10] Zeuch, A.: Alle Macht für Niemand. Aufbruch der Unternehmensdemokraten. Murmann Publishers, 2015.

[11] Carney & Getz, 2009, p. xvii.

[12] Laloux, F., Reinventing Organizations. Nelson Parker, 2014., pp. 259.

6 Lean Organisational Structure

[1] Olesen, A., Handelsbanken: Consistency at its Best. Case Report.

https://gallery.mailchimp.com/33069b15098259cee2f42cf2b/files/Handelsbanken_Consistency_at_its_Best_02.pdf?utm_source=Autoresponder+kampagne+juli+2015&utm_campaign=b04b30d4bd-&utm_medium=email&utm_term=0_c851225309-b04b30d4bd-199903217

[2] Laloux, F., Reinventing Organizations. Nelson Parker, 2014, p. 141.

[3] Hamel, G., First, Let´s Fire All the Managers. Harvard Business Review, December 2011

https://hbr.org/2011/12/first-lets-fire-all-the-managers

[4] Bennett, P., A Loosely-Designed Organisation.

https://lboi.ideo.com/oops.html

[5] Andrey, G. & Jung, P. E., Selbst organisiertes Unternehmen. Fallstudie zur Einführung von Holocracy. In: zfo – Zeitschrift Führung + Organisation, 06/2016, p. 386.

[6] Robertson, B.,

[7] Arnold, H., Wir sind Chef. Wie eine unsichtbare Revolution Unternehmen verändert, Haufe, 2016.

[8] Vacanti, D., Actionable Agile Metrics for Predictability. An Introduction. Leanpub, 2015, p. 141.

[9] Reinertsen, D. G., The Principles of Product Development Flow. Celeritas Publishing, 2009, p. 27.

[10] Conway, M.E., How Do Committees Invent?, 1968

https://www.youtube.com/watch?v=OHcFd5KaYRI

[11] Bollenbeck, P., Org Hacking for Fun and Profit

https://www.youtube.com/watch?v=OHcFd5KaYRI

[12] Gruczel, M., Kaltenecker S., Gruber, H., Agile Sailors. A Journey from a Monolothic Approach to Microservices. 2016

https://www.infoq.com/articles/agile-sailors-microservices? utm_source=infoq&utm_medium=popular_widget&utm_campaign= popular_content_list&utm_content=homepage

7 Distributed Management

[1] Hope, J.; Fraser, R., Beyond Budgeting. Harvard Business Review Press, 2003.

[2] Arnold, H., Wir sind Chef. Wie eine unsichtbare Revolution Unternehmen verändert, Haufe, 2016.

[3] Janssen, B., Die stille Revolution. Führen mit Sinn und Menschlichkeit. Ariston Verlag, 2016.

[4] Stoffel, M., Mitarbeiter führen Unternehmen –Demokratie und Agiität bei der Haufe-umantis AG. In: Settelberger, T., Welpe I., Boes, A. (eds.), Das demokratische Unternehmen. Neue Arbeits- und Führungskulturen im Zeitalter digitaler Wirtschaft. Haufe Gruppe, 2015, p. 269.

[5] Gloger, S., Demokratisch, praktisch, gut. New Work bei Traum-Ferienwohnungen. In: ManagerSeminare, Heft 227, Februar 2017, S. p. 32.

[6] Russell, B., The Conquest of Happiness. Routledge 2006., p. 48

[7] Teerlink, R., Ozley, L., More Than a Motorcycle. The Leadership Journey at Harley-Davidson. Harvard Business Press, 2000.

[8] Werner, G. W., Womit ich nie gerechnet habe. Die Autobiographie. Bastei Lübbe Verlag, 2008.

[9] Senge, P., Lehrmeister für Organisationen. In: Havard Business Manager, 6/2011, p. 78.

[10] Seddon, J., Systems Thinking in the Public Sector. Triarchy Press Ltd, 2008.

8 Continuous Training

[1] Hope, J.; Fraser, R., Beyond Budgeting. Harvard Business Review Press, 2003, p. 143.

[2] Rother, M., Toyota Kata. McGraw-Hill, 2009.

[3] Gysinn, A., Capriuoli, T., Die hierarchiefreie Bank – Umsetzungsschritte und Erfahrungen. In: Seidel, M., Liebtrau, A. (eds.), Banking & Innovation 2015. Ideen und Erfolgskonzepte von Experten für die Praxis. Springer Gabler, p. 85-91.

[4] Ruijs, H., Towards a Self-Managing Organisation, 2016.

https://corporate-rebels.com/guest-blog-hartger-ruijs/

[5] Doppler, K., Lauterburg, C., Change Management. Den Unternehmenswandel gestalten. Campus Verlag, 2002.

15 Coaching Managers

[1] Looss, W., Unter vier Augen. Coaching für Manager. EHP Verlag, 2006, p. 15.

[2] Coutou, D. & Kauffmann, C., What Can Coaches Do For You? Harvard Business Review, January 2009.

[3] Martens, A., Was kann Coaching? ManagerSeminare, Mai 2016.

[4] Looss, W., Unter vier Augen, p.40.

[5] Weick, K. E.; Sutcliffe, K. M.: Das Unerwartete managen. Was Unternehmen aus Extremsituaitonen lernen können. Klett-Cotta Verlag, 2003, p. 173.

[6] Beck, K. et al.: Manifesto for Agile Software Development. 2001, http://agilemanifesto.org/.

[7] Schein, E. H.: Humble Inquiry. Berrett-Koehler Publishers, 2013.

[8] ibid.

[9] Schein, E. H.: Process Consultation Revisited. Building the Helping Relationship. Addison Wesley, 1999.

[10] Jerome, P. J.: Coaching Through Effective Feedback. Jossey-Bass Pfeiffer, 1994.

[11] Looss, W., Unter vier Augen, 2006.