• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
Project Managers in the organisation of the future
 

Project Managers in the organisation of the future

on

  • 4,341 views

Presentation to the Sydney Project Managers Group on 20th February 2013. ...

Presentation to the Sydney Project Managers Group on 20th February 2013.

This presentation looks at the trends that give indications of the what the organisation of the future will look like and identifies implications for the role of project managers.

Statistics

Views

Total Views
4,341
Views on SlideShare
3,585
Embed Views
756

Actions

Likes
2
Downloads
39
Comments
1

3 Embeds 756

http://smestrategy.net 737
http://www.linkedin.com 18
http://translate.googleusercontent.com 1

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel

11 of 1 previous next

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    Project Managers in the organisation of the future Project Managers in the organisation of the future Presentation Transcript

    • Project Managers in theOrganisation of the © 2012 Copyright Bryan FenechFutureBryan Fenech
    • Who am I?• Founder – Building the Organisation of the Tomorrow (BOOT) Forum © 2012 Copyright Bryan Fenech• Speaker, researcher and consultant – Business Transformation Programs, PPM
    • Key themes• What does the organisation of the future look like?• What is the role of Project Managers in the organisation of the future?• What are the implications for us now? © 2012 Copyright Bryan Fenech
    • Organisation of the future• Research across a Determines • Environment and Context number of • Enterprise Logic dimensions to get a Frames comprehensive © 2012 Copyright Bryan Fenech • Strategic Imperatives picture Requires• A comparative study Facilitated by • Key Capabilities to give context – • Governance, Leadership and traditional versus Enabled by Social Practices future organisation • Structure
    • Environment and contextTraditional Organisation Organisation of the FutureA socio-economic era built on the A socio-economic era built on thetechnological breakthroughs of the technological breakthroughs of the ICTindustrial revolution revolution (and now robotics and © 2012 Copyright Bryan Fenech biotech)Increasing globalisation – opening up Unprecedented globalization –of vast new markets for products and competition, dynamic and volatileservices markets, short product lifecyclesA world of unlimited resources to be A world of limited resources to beexploited – the New World, Africa, conserved and sustainedIndia, China and the EastPositivism as the dominant worldview Constructivism as a challenge to the dominant positivist world view
    • Enterprise logicTraditional Organisation Organisation of the FutureRaison d’etre – a vehicle for achieving Raison d’etre – a vehicle forpersonal financial wealth and power achieving social as well as financial value and meeting a broad range of © 2012 Copyright Bryan Fenech objectivesBeneficiaries – a narrow set of Beneficiaries – a broad range ofshareholders, the capitalist project stakeholders, the social enterprise project
    • Strategic imperativesTraditional Organisation Organisation of the FutureStandardisation and repeatability – Differentiation and innovation – massmass production customisationSize and stability Nimbleness, flexibility and © 2012 Copyright Bryan Fenech responsivenessA relentless managerial focus on cost A relentless leadership focus oncontainment, reducing unit costs investment in new products and servicesEconomies of scale Economies of scope“Sweating” value from tangible assets Creating value in intangible assets –– property, plant and machinery knowledge and the social capital that underpins itBeating the competition Building strategic alliances and partnerships
    • Key capabilitiesTraditional Organisation Organisation of the FutureStrategy formulation Strategy implementationOperational management Project managementDevelopment and application of The commoditisation of specialist © 2012 Copyright Bryan Fenechspecialist technical knowledge technical knowledge and the need to dynamically reconfigure and apply collaborative knowledge resources – “dynamic capabilities” and “absorptive capacity”Management – causal rationality, from Leadership and entrepreneurialism –a pre-determined goal and given set of effectual reasoning, from a given set ofmeans identify the fastest, cheapest, means allow goals to emergemost efficient etc contingently over time
    • Governance, leadership andsocial practicesTraditional Organisation Organisation of the FutureApplication of principles of command Application of principles of marketand control economics to internal economics to internal organisation –organisation – central control of devolving of power and decision © 2012 Copyright Bryan Fenechresources and planning making and free flow of resourcesManagement practices embedded with Leadership practices embedded withthe strategic intent of command and the strategic intent of empowermentcontrol and facilitationRules based on rational legalistic A negotiated order based on principlesprinciples – sine ira ac studio of community, and renewal practices required to manage sustainability and successCentralised leadership Distributed leadership
    • StructureTraditional Organisation Organisation of the FutureBureaucracy, hierarchy Networked, cellularSegregation of labour by discipline into Integration of labour into autonomousfunctional silos multi-disciplinary teams © 2012 Copyright Bryan Fenech
    • Some other ideas• 3 things to consider • The OOTF as an emergent and political phenomenon • The signification of hierarchy with structure as a justification for retaining layers of management – the “semi-structured organisation” © 2013 Copyright Bryan Fenech • Ambidexterity and matrix organisation as reactionary expressions
    • Questions© 2012 Copyright Bryan Fenech
    • References• Dovey, K. & Fenech, B. 2007, The role of enterprise logic in the failure of organisations to learn and transform, Management Learning, vol. 38 no. 5, pp 573-590• Hamel, G. 2011, “First, Let’s Fire All the Managers”, Harvard Business Review, December• Ramsey, M & Barkhuizen, N 2011, Organisational design elements and competencies for optimising the expertise of knowledge workers in a shared © 2013 Copyright Bryan Fenech services centre, SA Journal of Human Resource Management, 9(1), Art. #307, 15 pages• Tissen, R. & Deprez, F. L. 2008, Toward a spatial theory of organisations: creating new organizational forms to improve business performance, NRG Working Paper no. 08-04• Acemoglu, D. & Robinson, J. A. 2012, Why Nations Fail: The Origins of Power, Prosperity and Poverty, Profile Books, London.• Bakan, A. 2005, The Corporation: The Pathological Pursuit of Profit and Power, Free Press, New York.• Herman, E. S. & Chomsky, N. 2008, Manufacturing Consent: The Political Economy of the Mass Media, The Bodley Head, London.• Stiglitz, J. E. 2010, Freefall: America, Free Markets and the Sinking of the World Economy, Norton and Company, New York