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1. Page 1 MI always starts with a problem � a frustration with old ways of working, a new challenge, a need to get more out of employees or whatever.MI always starts with a problem � a frustration with old ways of working, a new challenge, a need to get more out of employees or whatever.

2. Page 2 I Googled �issues in the NHS� and it came back with 604,000 separate reference sites � that�s a lot of issues! There is a huge variety but essentially all the big issues relate to the task of management. I Googled �issues in the NHS� and it came back with 604,000 separate reference sites � that�s a lot of issues! There is a huge variety but essentially all the big issues relate to the task of management.

3. Page 3 The essential task of management to mobile and aggregate effort developed over 100 years ago during the industrial revolutions nad Taylorism This is no longer good enough for todayThe essential task of management to mobile and aggregate effort developed over 100 years ago during the industrial revolutions nad Taylorism This is no longer good enough for today

4. Page 4 We: the boss class (management books are written from the perspective of those DOING the managing, not those BEING managed) More: physical output (people as a factor of production � human RESOURCES) Our: Indentured servants (ownership) Feudal overtones People basically serve the goals of the organisationWe: the boss class (management books are written from the perspective of those DOING the managing, not those BEING managed) More: physical output (people as a factor of production � human RESOURCES) Our: Indentured servants (ownership) Feudal overtones People basically serve the goals of the organisation

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6. Page 6 Just a few examples out of hundreds�.. Can you identify them in your own organisation?Just a few examples out of hundreds�.. Can you identify them in your own organisation?

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9. Page 9 These are scary numbers: or they offer real potential�These are scary numbers: or they offer real potential�

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11. Page 11 the world is changing

12. Page 12 do we need �management�?

13. Page 13 levels of advantage

14. Page 14 a new balance is required

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16. Page 16 Start with questions not targets Examine beliefs not policies Assume fallibility, not expertise Emphasise playfulness, not predudice Slow down in order to speed up Aim to do things differently not better Rely on intuition not just reason Run experiments not projects Make mistakes, not promises, Measure learning nor compliance Change the context not the person Start with questions not targets Examine beliefs not policies Assume fallibility, not expertise Emphasise playfulness, not predudice Slow down in order to speed up Aim to do things differently not better Rely on intuition not just reason Run experiments not projects Make mistakes, not promises, Measure learning nor compliance Change the context not the person

17. Page 17 Organisations where peopole can realise their goalsOrganisations where peopole can realise their goals

18. Page 18 The bottleneck is the mental model of management that holds us captive  The impediment is our own mind-set  The release mechanism is a new set of operating assumptions Our research tells us the following (slide) Our research tells us the following (slide)

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20. Page 20 Where do you find? Take time � ask the audience to scibble or think of something.Where do you find? Take time � ask the audience to scibble or think of something.

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22. Page 22 the oblique principle We do not get what we pursue, setting targets is a self defeating process, the most profitable companies tend not to set profitability as their main goal. Manufactures fibres, medical implants, industrial sealants and consumer products. Founded in 1958 by Bill Gore and his wife after leaving DuiPont. 8000 associates 45 locations and a 1000 products Revenues above $2bn Repeatedly in the Fortune top 100 companies to work for. We do not get what we pursue, setting targets is a self defeating process, the most profitable companies tend not to set profitability as their main goal. Manufactures fibres, medical implants, industrial sealants and consumer products. Founded in 1958 by Bill Gore and his wife after leaving DuiPont. 8000 associates 45 locations and a 1000 products Revenues above $2bn Repeatedly in the Fortune top 100 companies to work for.

23. Page 23 wisdom of crowds principle

24. Page 24 internal market principle

25. Page 25 small scale, innovation market places involving all the banks talent. Sellers of ideas meet buyers with funds $3m seed funding into 11 projects. Expanded into. $35m into 800 poverty fighting projects. objective: reduce global poverty quicker blocker: bureaucratic fund approvals process - could take years. objective: reduce global poverty quicker blocker: bureaucratic fund approvals process - could take years.

26. Page 26 elimination of traditional budgeting, each desk head now evaluated on ROI versus peer units

27. Page 27 volunteerism principle

28. Page 28 This was certainly the case for Visa. By 1968, America�s fledgling credit card industry had fragmented into a number of competing and incompatible bank-led franchising systems. A38-year old banker from Seattle, Dee Hock, volunteered to lead an effort aimed at solving the industry�s biggest headache: how to build a system that would allow banks to cooperate around credit card branding and billing while still competing fiercely for end customers. Recognizing that they were facing an unprecedented challenge, Hock and his small team spent months crafting a set of radical principles that would guide their work. These principles owed more to Hock�s fascination with Jeffersonian democracy and biological systems than to any management textbook. The problem is, most of us never take the trouble to explicitly challenge our deep management principles. Indeed, most of us are blissfully unaware of the management principles we've inherited, unthinkingly, from long-dead business scholars and practitioners--people like Taylor, Barnard, Weber, Selznick, etc. Ask yourself . . . "What are the principles upon which . . .?"This was certainly the case for Visa. By 1968, America�s fledgling credit card industry had fragmented into a number of competing and incompatible bank-led franchising systems. A38-year old banker from Seattle, Dee Hock, volunteered to lead an effort aimed at solving the industry�s biggest headache: how to build a system that would allow banks to cooperate around credit card branding and billing while still competing fiercely for end customers. Recognizing that they were facing an unprecedented challenge, Hock and his small team spent months crafting a set of radical principles that would guide their work. These principles owed more to Hock�s fascination with Jeffersonian democracy and biological systems than to any management textbook. The problem is, most of us never take the trouble to explicitly challenge our deep management principles. Indeed, most of us are blissfully unaware of the management principles we've inherited, unthinkingly, from long-dead business scholars and practitioners--people like Taylor, Barnard, Weber, Selznick, etc. Ask yourself . . . "What are the principles upon which . . .?"

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