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Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (Toronto/CA)

Keynote slides by Niels Pflaeging for his session at Spark the Change Toronto 2016

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Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (Toronto/CA)

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  1. SparktheChange Toronto,09.06.2016 @NielsPflaeging willbecomeagile,radicallydecentralized Howourorganizations andnetworked.Soonerthanwethink

  2. Complexityisliketheweather.

  3. Culture

  4. •  Fixed,individualtargets •  ManagementbyObjectives •  BudgetsandPlans •  PerformanceAppraisal •  HierarchicalPressure •  PaybyPositionorPerformance •  IncentivesandBonuses •  …

  5. Dynamicpartof valuecreation Solution:Man Formalpartof valuecreation Solution:Machine

  6. Localmarkets, highcustomization high dynamics

  7. Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics

  8. “Outperformers”exercise marketpressureover conventionalcompanies Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics high dynamics

  9. “Outperformers”exercise marketpressureover conventionalcompanies Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics high dynamics Dynamicpartof valuecreation Solution:Man Ageof CraftsManu- facturing Ageof Global Markets IndustrialAge/ Ageof TayloristicIndustry Formalpartof valuecreation Solution: Machine 1970/80today 1850/1900

  10. Market Periphery Center

  11. Market Periphery Center Isin charge! 3Decision 2Information 1Impulse 4Command 5Reaction Client

  12. Market Periphery Center Servesthe periphery, ifneeded Isin charge! 2Decision 1Impulse 3Reaction Client

  13. 3.Fase„beta“ o“fasedeintegración“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Fase„alpha“ o“fasedediferenciación“ Youngorganization Olderorganization

  14. 3.Fase„beta“ o“fasedeintegración“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization

  15. 3.Betaphase or“Integrationphase“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization

  16. 3.Betaphase or“Integrationphase“ 1.Start-upphase or“Pioneerphase“ Type2transformation “Deepening“ Type1transformation: “Bureaucratization“ Type3transformation: “BetaTransformation“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization

  17. Indústry Retail Itispossible. Servicies Government/ NGOs

  18. TheoryY TheoryX Attitude Peopledislikework, Peopleneedtoworkandwanttotakeaninterest init.Underrightconditions,theyenjoyit Direction Peoplewilldirectthemselves towardsatargetthattheyaccept tomaketherighteffort finditboring,andwillavoiditiftheycan Peoplemustbeforcedorbribed Responsibility Peoplewillseekandacceptresponsibility, undertherightconditions Peoplewouldratherbedirectedthanaccept responsibility, (whichtheyavoid) Motivation Undertherightconditions,peoplearemotivated bythedesiretorealizetheirownpotential Peoplearemotivatedmainlybymoney andfearsabouttheirjobsecurity Creativity Mostpeoplehavelittlecreativity-except whenitcomestogettingroundrules Creativityandingenuityarewidelydistributed andgrosslyunderused

  19. Behaviors Context Human Nature

  20. SWOTAnalysis Dresscodes Orgcharts Plan-Actualsvariances PerformanceAppraisal/360° StrategicPlanning BusinessPartners ”Meritocracy“ BudgetingPlanning HR KeyAccounting,BusinessAreas Holidayapplications Paidextrahours CostManagement SalesQuotas Incentives Individualtargets Targetnegotiation Jobtitles Controlofworkhours JobDescriptions PayforPerformance Travelpolicies MbO Bosseshire Joursfixes Bonuses SalaryRanges EarningsGuidance CompetenciesManagement Suggestionboxes Allocations MatrixStructures KnowledgeManagement Trainingbudgets PersonnelDevelopment DevelopmentCenters Forecasting ”PersonnelExpenses“ AssessmentCenters

  21. •  Transparency&Improvement •  Comparisonsbetweenpeers •  Comparisonswithpreviousperiods •  DialogandDissent •  Socialandgrouppressure •  Paybymarketvalue •  ResultsSharing •  … Highdynamics •  Fixed,individualtargets •  ManagementbyObjectives •  BudgetsandPlans •  PerformanceAppraisal •  HierarchicalPressure •  PaybyPositionorPerformance •  IncentivesandBonuses •  … Lowdynamics

  22. Law §§1Freedomtoact §2Responsibility §3Governance §4PerformanceclimateResultculture §5Success §6Transparency §7Orientation §8Recognition §9Mentalpresence §10Decision-making §11Resourceusage §12Coordination Beta Connectedness Cells Leadership Alpha notDependency notDepartments notManagement notDutyfulfillment notMaximization notPoweraccumulation notTop-downprescription notIncentives notPlanning notBureaucracy notStatus-oriented notCommands Fit Intelligenceflow RelativeTargets Sharing Preparedness Consequence Purpose-driven Marketdynamics

  23. Information Data Knowledge ?

  24. FormalStructure

  25. InformalStructure

  26. ValueCreationStructure

  27. Compliance,Power Social Work/ValueCreation FormalStructure InformalStructure ValueCreationStructure

  28. IndustrialAge Mechanistic,dead Differentiated,individualizing Workthepeople Top-down,managed Inparallel,inline Efficiency-oriented KnowledgeAge Systemic,alive Integrated,team-based Workthework Outside-in,led With-each-other-for-each-other Complexity-robust

  29. @NielsPflaeging nielspflaeging.com organizeforcomplexity.com betacodex.org slideshare.net/npflaeging willbecomeagile,radicallydecentralized Howourorganizations andnetworked.Soonerthanwethink

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