What about turning Leadership around?
summary
Roche Diagnostics reorganizes a 200‑person SW org into 18 teams and adopts SAFe at portfolio level to push decisions down, create value streams and capability groups (delivery, engineering, architecture) and run portfolio committees for alignment. An external devil‑advocate spends about a year auditing behaviors. Practices introduced: coaching, confidence votes that require 4–5 to leave plenary, a wall‑of‑fame for risk‑takers, and continuous learning. Result is partial success — responsibility diffusion and mindset shift slow progress, but decision latency and engagement improve incrementally.
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chapters (33)
- 0:00Introduction and welcome
- 1:29Who are the real leaders?
- 3:34Current leadership reality
- 5:22Common organizational problems
- 7:10Preparing the field for change
- 9:17Involving people from day one
- 10:00Empowering transformation
- 12:12Frequent and transparent communication
- 13:14Devil’s advocate with authority
- 14:59Reality check findings
- 16:06Decision-making delays in big orgs
- 17:15Removing organizational ties
- 18:20Giving control to people
- 19:25Building competence and clarity
- 20:26Empowering people in detail
- 21:52Competence building structures
- 24:01New organizational setup
- 25:26Capability design and roles
- 26:31Reactions and mindset shifts
- 27:54Execution gaps and learnings
- 28:14Clarity and empowerment gaps
- 28:58Building competence and accountability
- 29:59Mindset and balance in change
- 31:00Coaching and responsibility diffusion
- 32:05Processes and transparency
- 32:47Celebrating good behavior
- 33:34Gemba walk and feedback
- 34:17Confidence votes and decisions
- 34:40Coaching as a transformation tool
- 35:41Intrinsic motivation and fears
- 36:48Learning and failing together
- 37:30Future of leadership roles
- 38:17Q&A session
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