The document discusses a methodology called Management 3.0 based on the author's experience as an internal consultant. It recommends that managers "delegate and coach" rather than "command and control" to guide organizations toward a more agile culture. Managers should act as "competency leaders" rather than dictating day-to-day tasks, and focus the team on technical excellence rather than dictating the product.

1. Methodology
Management 3.0
Based on a personal experience as an internal consultant for 8 years:
• Lastly, talking with one of my Clients about management style, I realized I was experiencing in a way the Spotify’s Chapter
• Meaning my manager can’t Command me in my day-to-day because, most of the time, he is not on the same mission
A Tip to guide managers to
Delegate & Coach
Instead of
Command & Control
Key Points: from Henrik Kniberg & Anders Ivarsson Oct 2012 Scaling Agile @ Spotify

2. Methodology
“Delegate & Coach” instead of “Comment & Control”
• This Best Practice is not the only way to ‘Delegate & Control’
• But it is true it can be a way to guide organisation toward a more Agile culture
Key points: see on the next slide, the explanation of Henrik Kniberg regarding Poppendieck’s model

3. Methodology
The Chapter Lead (Team Manager) is a Competency Leader
• The Product Owner is the Product Champion, making the Team focus on delivering a Good Product
• The Chapter Lead (Team Manager) is the “Professor” or “Competency Lead” making the Team focus on technical excellence
Key points: from Henrik Kniberg & Anders Ivarsson Oct 2012 Scaling Agile @ Spotify