As Steve Denning and I prepared the Radical Management Gathering in Zurich, we felt that future radical managers would want training and recognition -- they are doing something important! -- but didn't feel certifications was the right way to do.
The concept was simple: Recognized and Committed. A participant who attended the gathering and committed to the principles became a 'Recognized and Committed Radical Manager'. Recognition came from attending the gathering - there could be other ways to become 'Recognized' in the future - and committed meant that the individual had signed an affirmation of his/her belief in and commitment to the principles.
We toyed with the idea of formulating the principles as a 'Radical Management Manifesto' but decided that a 'me-too' manifesto wouldn't really help anyone. So although our text was inspired by the Agile Manifesto, they were 'just' principles and did not mimic the manifesto too closely:
The principles of Radical Management represent a process of ongoing discovery and include:Should we produce a manifesto at #Stoos? What are the alternatives? And what should we call ourselves? Unlike the lightweight methodologists, we don't even have a collective name for what we do (AFAIK). And if not a manifesto, what is something simple that everybody can understand which will make it clear what we're about?
Radical managers espouse these principles and their supporting practices. They recognize that the principles are interlocking and need to be implemented in an integrated fashion.
- Goal: A shift from the goal of making money for shareholders (“shareholder capitalism”) to delighting customers through continuous innovation (“customer capitalism”).
- Role: A shift in the role of managers from controlling individuals to enabling self-organizing teams.
- Accountability: A shift in the way work is coordinated from bureaucracy to dynamic linking, in which those doing the work have a clear line of sight to those for whom the work is being done and can see the impact of what they do.
- Values: A shift from a preoccupation with efficiency to a broader set of values that will foster continuous innovation.
- Communications: A shift from top-down commands to horizontal, peer-to-peer, adult-to-adult communications.