What will it take to transform management? Look to the Polio Eradication Model.

This content is syndicated from LitheSpeed by Sanjiv Augustine. To view the original post in full, click here.

In a few days, I'll be leaving behind the balmy weather in Chennai and heading to #Stoos in Switzerland. Our Stoos Gathering attendees will be deliberating on the issue of accelerating the transformation of management. We'll likely be asking questions like, "How can we accelerate the transformation of management away from creaky, dysfunctional models of the past and towards modern, dynamic in the present?"

Or "How can we catalyze widespread change in management to better meet the challenges of our turbulent times?"

Some days ago, I blogged about some of the models under consideration, and indicated that all of the approaches are essentially humanistic and systemic. So, whether we consider slightly older models like Jim Highsmith's Agile Project Management model or the Declaration of Inter-dependence; or more recent ones like Jurgen Appelo's Management 3.0 and Steve Denning's Radical Management, I believe the required transformation from current management state to future state is less about the mechanics, and more about the fundamentals.

How can we transform from older industrial-style management with its mechanistic command-and-control to newer "light-touch" humanistic management with decentralized or distributed control? In the agile world, we have certainly seen many companies initiate and sustain agile management and agile development transformations. The Forrester Group reports more and more organizations have initiated agile transformations world-wide. In my last blog post, I referred to this as creating a playground of productivity. In response, @stevedenning points out that the bigger question is, "How can we sustain the transformation?" I've spent the last few days in preparation for #Stoos: reviewing available models, reviewing the comments surrounding the Stoos gathering and perhaps most important, doing some personal reflection and retrospection on that very question.

While mulling the question, and perhaps enabled by my current surroundings, I recalled a very successful worldwide movement: the Polio Global Eradication Initiative. I first learned about this initiative when, on a flight to India some months ago, I sat next to a gentleman from Boston who was leading a U.S based team of volunteers from Rotary International. The goal of the initiative is to completely eradicate this often fatal and always debilitating disease from the earth.

Rotary International is one of the four spearheading partners in the initiative, and it is heart-warming to see volunteers from all over the world fund their own way, and team with local organizations and volunteers to help vaccinate children in the remaining hotspots.

The key partners: the World Health Organization (WHO), Rotary International, the US Center for Disease Control and Prevention (CDC), and the United Nations Children's Fund (UNICEF) have mobilized thousands of volunteers, and managed and coordinated and managed their efforts in alignment with clear strategy with four pillars:
  1. Routine immunization
  2. Supplementary immunization
  3. Surveillance
  4. Targeted "mop-up" campaigns
The results are impressive. Per UNICEF, over the past 20 years, there has been a 99% reduction in polio cases.

I think we have a lot to learn from this model that brings public and private organizations; and governments and individuals together to work towards a common goal.

My thoughts on using the polio eradication initiative as a model for a global movement to transform management coming up in the next blog post.

Leave a Reply

What is 9 + 8 ?
Please leave these two fields as-is:
Please do this simple sum so I know you are human:)

There are 101 ways to approach anything.
To find the best way, sometimes you need expert help

What People Say

“Kelly revolutionised the way our digital department operated. A true advocate of agile principles, he quickly improved internal communication within our teams and our internal clients by aligning our business and creating a much enhanced sense of transparency in the decisions the business was making. Kelly also introduced a higher sense of empowerment to the development teams...”

PETER SILVA-JANKOWSKI
IPC MEDIA

“Kelly’s a leading program director with the ability to take charge from day one and keep strong momentum at both a program and project level driving prioritisation, resourcing and budgeting agendas. Kelly operates with an easy-going style and possesses a strong facilitation skill set. From my 5 months experience working with Kelly, I would recommend Kelly to program manage large scale, complex, cross company change programs both from a business and IT perspective.”

LUKE SHARKEY /STRATEGY & IMPLEMENTATION LEADER
SUNCORP

“Kelly is an extremely talented and visionary leader. As such he manages to inspire all around him to achieve their best. He is passionate about agile and has a wealth of experience to bring to bear in this area. If you're 'lucky' he might even tell you all about his agile blog. Above all this, Kelly is great fun to work with. He is always relaxed and never gets stressed - and trust me, he had plenty of opportunity here! If you get the chance to work with Kelly, don't pass it up.”

GILES BENTLEY, DEVELOPMENT & OPERATIONS DIRECTOR
TIME INC

“Kelly is an Agile heavy-weight. He came in to assess my multi-million $ Agile development program which wasn’t delivering the right throughput. He interviewed most of the team and made some key recommendations that, when implemented, showed immediate results. I couldn’t ask for more than that except he’s a really nice guy as well.”

DAN PULHAM, DIGITAL DIRECTOR
TELSTRA

“Kelly and I worked together on a very large project trying to secure a new Insurer client. Kelly had fantastic commercial awareness as well as his technical expertise. Without him I would never had secured this client so I owe a lot to him. He is also a really great guy!”

GINA MILLARD
GLASS'S INFORMATION SERVICES

“Kelly came to the department and has really made a huge impact on how the department communicates, collaborates and generally gets things done. We were already developing in an agile way, but Kelly has brought us even more into alignment with agile and scrum best practices, being eager to share information and willing to work with us to change our processes rather than dictate how things must be done. He is highly knowledgable about agile development (as his active blog proves) but his blog won't show what a friendly and knowledgeable guy he is. I highly recommend Kelly to anyone looking for a CTO or a seminar on agile/scrum practices - you won't be disappointed!”

ANDY JEFFRIES/TECHNICAL LEAD
IPC MEDIA

“Kelly was a great colleague to work with - highly competent, trustworthy and generally a nice bloke.”

HANNAH JOYCE
GLASS'S INFORMATION SERVICES

“Kelly was engaged as a Program Director on a complex business and technology transformation program for Suncorp Commercial Insurance. Kelly drew on his key capabilities and depth of experience to bring together disparate parties in a harmonised way, ensuring the initiate and concept phases of the program were understood and well formulated. Excellent outcome in a very short time frame. ”

BRUCE WEIR/EGM
SUNCORP

“I worked with Kelly on many projects at IPC and I was always impressed with his approach to all of them, always ensuring the most commercially viable route was taken. He is great at managing relationships and it was always a pleasure working with him.”

BEATRIZ MONTOYA/CONSUMER MARKETING DIRECTOR
IPC MEDIA

“I worked with Kelly whilst at Thoughtworks and found him to be a most inspiring individual, his common-sense approach coupled with a deep understanding of Agile and business makes him an invaluable asset to any organisation. I can't recommend Kelly enough.”

PETER THATCHER, SENIOR ACCOUNT DIRECTOR
ThoughtWorks

“Kelly was a brilliant CTO and a great support to me in the time we worked together. I owe Kelly a great deal in terms of direction and how to get things done under sometimes difficult circumstances. Thanks Kelly.”

JULIE PEEL
GLASS'S INFORMATION SERVICES