Today Microsoft laid off the last employees from the ex-Nokia mobile phone business. Co-incidentally Nokia is our case example demonstrating modern Taylorism as the cancer of the organization.
Fixed task or role specialization as the management DNA is the Taylorism 2.0. Our main emphasis is to show mechanisms and research about how and why the modern Taylorism fails. It inevitably leads to increasing Complexity, Coordination Chaos and Collapse. Related phenomena are Management by Fear, growth of Bureaucracy and non-value-adding elite.
We briefly touch the alternative, Agile Learning Organization, and it's leadership DNA.
Edit: Our next day session was about two LeSS case studies from Nokia Networks, which is still strong and alive. The bigger one started from scratch and finally contained over 20 development teams globally, using LeSS Huge. The slides crystallize our learnings. The larger case is also featuring at InfoQ.
Before finding Agile, Ari built software for embedded distributed fault tolerant software for seven years. For the next decade he worked as an organizational therapist with cultural change, teamwork and leadership. Since 2006 he has contributed to LeSS-flavoured Agile transformations including mechanical engineering, market automation, and embedded system development. For the last couple of years Ari had international coaching assignments ranging from teams to board.