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Dynamic-Robust Problem Solving (BetaCodex07)

Thinking Tools for Outperformance. <br>Guest contribution paper for the BetaCodex Network, authored by Dr. Gerhard Wohland, systems theorist from Germany.

NielsPflaeging
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Dynamic-Robust Problem Solving (BetaCodex07)

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  1. Make it real! DYNAMIC- ROBUST PROBLEM-SOLVING ThinkingToolsforOutperformance 07 AguestcontributionwhitepaperfortheBetaCodexNetwork CourtesyofDr.GerhardWohland BetaCodexNetworkWhitePaper,Aug2008

  2. TheAuthor: Dr.GerhardWohland, gerhard.wohland@comperdi.de • PhDinphysics • 1946,Germany • DirectoroftheInstitutefor Dynamic-RobustOutperformance (IdH),Germany Someclients:DeutscheTelekomAG, DaimlerChryslerAGStuttgart.VWAGWolfsburg, Schwan-STABILONürnberg,GerlingKöln, debisSystemhausStuttgart,BoschStuttgart Page2

  3. Fundamentalconceptsforunderstandingofmarketdynamics andhoworganizationscandealwiththem 1.  The“Taylortub”-aboutthehistoriccourseofmarketdynamics 2.  Duality-thedistinctionbetween“red”and“blue” 3.  Centreandperipheryunderdynamicpressure 4.  Innovationandproblem-solvingindynamicmarkets Page3

  4. Thehistoricalcourseofmarketdynamics highdynamics sluggishness highdynamics Globalmarkets Tayloristicindustry Craftsmanufacturing dynamic man Outperformers Market pressure Conventional companies machine formal t 1900 1980 2008 Thedominationofhighdynamicisneithergoodorbad.It‘sahistoricalfact. Page4

  5. Howtodistinguishbetween“red”and“blue”. Page5

  6. Duality–thedistinctionbetween“red“and“blue“ TheIntegration behind theDistinction Blue Red complicate formal dead complex dynamic alive ”World“ Administration Management Leadership Knowledge Competence Ability (skill) tolearn Qualification topractice Behavior Culture Values Data Communication Information ..... .... .... Distinctionsareneeded,ifyouwanttothinkanddescribedynamicrelations. Page6

  7. Centreandperipheryunderdynamicpressure Dullmarket Dynamicmarket Peri- phery Peri- phery Peri- phery Peri- phery Centre Centre Stimulus Peri- phery Stimulus Peri- phery Peri- phery Response Response Indynamicmarkets,thecentrelosesitsknowledgesuperiority,andsteeringcollapses. Page7

  8. Thingstorememberaboutinnovation: Innovationappliesto: •  “Products” (meaning:newvaluecreation) •  Organisation (we’llseemoreaboutthat) •  Thinking (e.g.:“red”and“blue”) Innovationis: •  “Thelastlinkinalongchainofdefeats.” • ”Red”.Therefore,thequestionisn’tHow?todoit,butWho?candoit. • Ataskthatcannotbedelegatedbythecentre. • Dependingonhavinga“ResistantNest”fortalent. Page8

  9. Problem-solvinginlowandhigh-dynamicmarkets Lowdynamic (steeringandcontrol) Highdynamic (leadership) Peri- phery Peri- phery Peri- phery Peri- phery Knowledge Competence Competence Centre Centre Problem Problem Problem Solution Dividesproblems Findssolutions Ordertoperiphery Peri- phery Peri- phery Peri- phery Peri- phery Thecentredividestheproblems, passesthemtotheperipheryandre- combinestheirresultsintoasolution Thecentresolvesproblems andgivesoutorders– theperipheryexecutesuponthem. Page9

  10. Some“Thinkingtools”foroutperformers thatweoutlineinthispaper 1.  Symmetrization 2.  DualProcessDevelopment 3.  CultureObservation 4.  StrategyversusPlan 5.  EconomicOutsourcing Page10

  11. Symmetriccouplingofcentreandperiphery Asymmetrical Symmetrical Centralservice Centralservice Centre Innovation Innovation Leadership Day-to-daybusiness service Control service service “righttodemand” Day-to-daybusiness valuecreation Self-control valuecreation Periphery customer customer Thereintegrationofday-to-daybusinessresponsibiltyintotheperiphery turnstheinterfacesymmetric,andinnovationbecomespossible. Page11

  12. Thedualityofprocesses Lowdynamics Highdynamics Problem-solvingtechnology: Peoplewithideas 1 2 3 4 5 Problem-solvingtechnology: ”Process“-description Low-dyamic problem High-dynamic problem High-dynamicproblemscallforanincreaseintheredpartofthesolvingprocess. Page12

  13. Thesimilarityinthecomplexportionofallproblems complicated Project Management Management Qualifi- cation IT Mastery/Knowledge Valuecreating/Parasitic Coupled/Neutral complex Reduction/Optimization Sales Costs Knowledge Management Organization Page13

  14. Thedualityofculture Behaviour-basedculture (tayloristic-dull/slow) Value-basedculture (post-tayloristic/dynamic) Values (thinking) Behaviour (doing) Consisting of: What‘sbehind Whatyoucansee andchangebydecision. andcannotbechangedbydecision. Governed through: Control (trivial) Leadership (complex) Intrinsicmotivationtothinking Extrinsicmotivationtobehavior Onlythebluepartofculturecanbechanged.Theredpartofitcanonlybeobserved! Page14

  15. “Strategy”,or“planning”? Outofbounds! 5 Outofbounds! Future Status (Target) 4 2 1 6 Current Status “Strategicspace“ 3 Inconformitywithstrategy Ifyouknowtheway,thenyoucanmakeaplan. Ifyoudon‘tknowtheway,thenyouneedstrategy. Page15

  16. Outsourcing:Harmonyandconflictbetween “core“competenceand“shell“competence suppliermarket (externalreference) missing existing 1 3 Buycore (“SantaClause“ interface) Buyshell (outsourcing) webuyit! Business intention (internal reference) 2 4 wemakeit ourselves! Makeshell (waste/muda) Makecore Theoutsourcingdecisionisdeterminedexclusivelybythesuppliermarket, notinternally.Innovationislimitedtocorecompetence. Page16

  17. TheBetaCodexNetworkwhitepapers-sofar Special   Edi+on   Special   Edi+on   FindallBetaCodexNetworkwhitepapersonwww.betacodex.org/papersandonSlideshare. Whitepaper–The3StructuresofanOrganization ©BetaCodexNetwork–Allrightsreserved 25

  18. The“OrganizeforComplexity”book Paperbackedition Deluxeedition (withbonuschapter) www.organizeforcomplexity.com

  19. Make it real! ValéryaCarvalho mvaleriacarv@gmail.com LinkedIn SãoPaulo NielsPflaeging contact@nielspflaeging.com nielspflaeging.com NewYork,Wiesbaden SilkeHermann silke.hermann@nsights-group.de insights-group.de Wiesbaden,Berlin,NewYork LarsVollmer me@lars-vollmer.com lars-vollmer.com Hannover,Stuttgart betacodex.org GetintouchwithusformoreinformationaboutleadingBetaCodextransformation, andaskusforakeynoteoraworkshopproposal.

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