BetaCodex07 - Dynamic robust Problem solving (guest contribution)

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BetaCodex07 - Dynamic robust Problem solving (guest contribution)

  1. 1. Make it real! Dynamic-robust problem solving - thinking tools for outperformance. A guest contribution white paper for the BetaCodex Network Courtesy of Dr. Gerhard Wohland gerhard.wohland@benmark.net White paper August 2008
  2. 2. Dr. Gerhard Wohland, gerhard.wohland@benmark.net • PhD in physics • 1946, Germany • Director of the Institute for Dynamic-Robust Outperformance (IdH), Germany Some clients: • Deutsche Telekom AG • DaimlerChrysler AG, Stuttgart • VW AG, Wolfsburg • Schwan-STABILO, Nürnberg • Gerling, Köln • debis Systemhaus, Stuttgart • Bosch, Stuttgart benmark university Institut für dynamikrobuste Page 2 Höchstleistung
  3. 3. The historical course of market dynamics high dynamics sluggishness high dynamics dynamic Crafts manufacturing Tayloristic industry Global markets man Outperformers Market pressure Conventional companies machine formal 1900 1980 2008 t The domination of high dynamic is neither good or bad. It‘s a historical fact. benmark university Institut für dynamikrobuste Page 3 Höchstleistung
  4. 4. How to distinguish between “red” and “blue”. flo ple pr ise ci e r w rp iv in al su e n ad st le ur io ru de ct tit ru pe re benmark university Institut für dynamikrobuste Page 4 Höchstleistung
  5. 5. Duality – the distinction between “red“ and “blue“ The Integration Blue behind Red the Distinction complicate complex formal ”World“ dynamic dead alive Administration Management Leadership Knowledge Competence Ability (skill) to learn Qualification to practice Behavior Culture Values Data Communication Information ..... .... .... Distinctions are needed, if you want to think and describe dynamic relations. benmark university Institut für dynamikrobuste Page 5 Höchstleistung
  6. 6. Centre and periphery under dynamic pressure Dull market Dynamic market er Peri- Peri- er o ld phery phery o ld eh Peri- Peri- eh ar phery phery ar Sh Sh Centre Centre Stimulus Peri- Stimulus Peri- Peri-t phery ke phery r phery a M Response Response et k ar M benmark university InInstitut für dynamikrobuste loses its knowledge superiority, and steering collapses. dynamic markets, the centre Page 6 Höchstleistung
  7. 7. Things to remember about innovation: Innovation applies to: • “Products” (meaning: new value creation) • Organisation (we’ll see more about that) • Thinking (e.g.: “red” and “blue”) Innovation is: • “The last link in a long chain of defeats.” • ”Red”. Therefore, the question isn’t How? to do it, but Who? can do it. • A task that can not be delegated by the centre. • Depending on having a “Resistant Nest” for talent. benmark university Institut für dynamikrobuste Page 7 Höchstleistung
  8. 8. Problem-solving in low and high-dynamic markets Low dynamic (steering and control) High dynamic (leadership) Peri- Peri- phery er phery er Peri- Peri- o ld o ld phery phery eh eh ar ar Sh Sh Knowledge Competence Competence Problem Centre Centre Problem Problem Solution Divides problems Finds solutions Order to periphery Peri- Peri- t phery phery ke ar Peri- Peri- M et phery phery k ar M The centre solves problems The centre divides the problems, benmark university and gives out orders – passes them to the periphery and re- the peripherydynamikrobuste Institut für executes upon them. combines their results into a solution Page 8 Höchstleistung
  9. 9. “Thinking tools” for outperformers (examples) 1. Symmetrization 2. Dual Process Development 3. Culture Observation 4. Strategy versus Plan 5. Economic Outsourcing benmark university Institut für dynamikrobuste Page 9 Höchstleistung
  10. 10. Symmetric coupling of centre and periphery Asymmetrical Symmetrical Central service Central service Centre Innovation Innovation Leadership Day-to-day business service Control service service “right to demand” Day-to-day business value creation value creation Self-control Periphery customer customer The reintegration of day-to-day business responsibilty into the periphery benmark university turns the interface symmetric, and innovation becomes possible. Institut für dynamikrobuste Page 10 Höchstleistung
  11. 11. The duality of processes Low dynamics High dynamics Problem-solving technology: People with ideas flo ple pr ise ci e r w rp iv in al su e 1 2 3 4 5 n ad st le ur io ru de ct tit ru pe re Problem-solving technology: ”Process“-description Low-dyamic High-dynamic problem problem benmark university High-dynamic problems call for an increase in the red part of the solving process. Institut für dynamikrobuste Page 11 Höchstleistung
  12. 12. The similarity in the complex portion of all problems complicated Project Management Management Ad on mi n is tr ati s t ra m i ni t io n /L ea ip/Ad IT de r sh Qualifi- rsh a de dge cation Couple d / Ne u ip Le / Knowle tral Mastery complex Value n c tim izatio Be reatin g / Pa Op rasitic c tion / t iv e tt erm R ed u er a ent Sales Costs F ed /Ad m in ic / rist istr atio ylo Ta n Knowledge Organization Management benmark university Institut für dynamikrobuste Page 12 Höchstleistung
  13. 13. The duality of culture Behaviour-based culture Value-based culture (tayloristic-dull/slow) (post-tayloristic/dynamic) Behaviour (doing) Values (thinking) Consisting of: What you can see What‘s behind and change by decision. and cannot be changed by decision. Governed Control (trivial) Leadership (complex) through: Extrinsic motivation to behavior Intrinsic motivation to thinking benmark university Only the blue part of culture can be changed. The red part of it can only be observed! Institut für dynamikrobuste Page 13 Höchstleistung
  14. 14. “Strategy”, or “planning”? Out of bounds! Out of bounds! 5 Future 4 Status 2 (Target) 1 6 Current Status “Strategic space“ 3 If you know the way, then you can make a plan. In conformity with strategy If you don‘t know the way, then you need strategy. benmark university Institut für dynamikrobuste Page 14 Höchstleistung
  15. 15. Outsourcing: Harmony and conflict between “core“ competence and “shell“ competence supplier market (external reference) existing missing 1 3 Buy core Buy shell (“Santa Clause“ Business we buy it! (outsourcing) interface) intention (internal reference) we make it 4 2 Make shell ourselves! Make core (waste/muda) The outsourcing decision is determined exclusively by the supplier market, not internally. Innovation is limited to core competence. benmark university Institut für dynamikrobuste Page 15 Höchstleistung
  16. 16. Dr. Gerhard Wohland, gerhard.wohland@benmark.net benmark university Institut für dynamikrobuste Page 16 Höchstleistung
  17. 17. Make it real! www.betacodex.org Gebhard Borck Niels Pflaeging Valérya Carvalho gebhard@bbtn.org niels@bbtn.org valeria@bbtn.org gberatung.de nielspflaeging.com Betaleadership.com Pforzheim, Germany Sao Paulo, Brazil Sao Paulo, Brazil Get in touch with us for more information about leading transformation with the BetaCodex and the Double Helix Framework, or Andreas Zeuch Silke Hermann Markus Schellhammer ask us for a workshop az@a-zeuch.de silke.hermann@ markus.schellhammer@ proposal. a-zeuch.de insights-group.de my-online.de Winden, Germany Wiesbaden, Germany Zurich, Switzerland

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