0
The ‘C Level’
Management
Balancing
Act
T
t
D
Peter Cochrane
cochrane.org.uk
COCHRANE
a s s o c i a t e s
ca-global.org
Fri...
Why are managers
and management
systems so:
- Exhausted ?
- Ineffective ?
- Insecure ?
- Stressed ?
- Unsure ?
...and a gr...
- Stick to the knitting
- Back to basics
- Cut the slack
- Cut costs
- Optimise
During recessional times:
Don’t look up
Qu...
The Casualties
Travel
Training
Education
R&D Innovation
Investment & Confidence
Friday, 27 September 13
Perhaps even worse...
Early
retirement
sees
scarce
skills
sacrificed
Good
people
leave
People
play
safe
focus
on
survival
M...
But technology and
change continued to
a c c e l e r a t e . . .
Friday, 27 September 13
Innovation
A distant memory ?
Certainly a current necessity !
Friday, 27 September 13
The last 8 years
Text
BYOD
Clouds
Social
Networks
StuxNet
3D
Printing
Genetic
Programming
Smarts
Mobility
AI
Tablets
Apps
...
Even worse - the world
got complex in the
mathematical sense !!
Friday, 27 September 13
Connectivity, networking and the removal
of delay have created a chaotic business,
working and living environment...
Frida...
We are talking
buttefly wings
causing storms
1000km away...
Mathematical chaos with
counter intuitive outcomes
and uninten...
The solution ?
Detailed modeling
Accurate data
War Gaming
Artificial Intellingence
Computer Simulation
Monte CarloTrials
De...
Simple
mangement
seldom
work
thinking
Models
premise
and are
Dangerous
Achieve
objectives
Friday, 27 September 13
The solution ?
Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resiliance
Identify,...
The solution ?
Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resiliance
Identify,...
Get on top of technology
Identify new opportunities
Do differently not just better
Don’t micro-manage
Macro-manage and lea...
The implications of rapidly
advancing technology
Everyone & everything is now
connected/networking
The world is no longer ...
Disruption
Genome - Protein Decode
Printed Devices - mobiles
Self repairing materials
Integrated batteries
Programmable co...
Your Challenge
Your biggest challenges
To move away from linear thinking & methods
Abandon Dickensian management methods
S...
Thank you
ca-global.org
cochrane.org.uk
COCHRANE
a s s o c i a t e s
Friday, 27 September 13
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Management C-level balancing act

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During periods recession companies move away from innovation and expansion to: Stick to the knitting; back to basics; focus; look for low hanging fruit; downsize; cut the slack; cut costs and optimize everything. All of this puts C-Level managers under pressure and after a prolonged period leaves them ill equipped to make all the changes for recovery. At the same time; good people have left the company, and those that can have retired! Those remaining are wary of taking any risks, are neot generally innovators, and just want a safe and stable existence.

Add to all this the migration to an unstable and chaotic world of networked people and things, and no wonder managers are tired, stressed and struggling. So what can they

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Transcript of "Management C-level balancing act"

  1. 1. The ‘C Level’ Management Balancing Act T t D Peter Cochrane cochrane.org.uk COCHRANE a s s o c i a t e s ca-global.org Friday, 27 September 13
  2. 2. Why are managers and management systems so: - Exhausted ? - Ineffective ? - Insecure ? - Stressed ? - Unsure ? ...and a growing internal risk to their companies ? Friday, 27 September 13
  3. 3. - Stick to the knitting - Back to basics - Cut the slack - Cut costs - Optimise During recessional times: Don’t look up Quick wins Play safe Cut back Focus,Focus... Friday, 27 September 13
  4. 4. The Casualties Travel Training Education R&D Innovation Investment & Confidence Friday, 27 September 13
  5. 5. Perhaps even worse... Early retirement sees scarce skills sacrificed Good people leave People play safe focus on survival Moral suffers people become downbeat Friday, 27 September 13
  6. 6. But technology and change continued to a c c e l e r a t e . . . Friday, 27 September 13
  7. 7. Innovation A distant memory ? Certainly a current necessity ! Friday, 27 September 13
  8. 8. The last 8 years Text BYOD Clouds Social Networks StuxNet 3D Printing Genetic Programming Smarts Mobility AI Tablets Apps Anonymity Nets AR Flkr Twitter AL Friday, 27 September 13
  9. 9. Even worse - the world got complex in the mathematical sense !! Friday, 27 September 13
  10. 10. Connectivity, networking and the removal of delay have created a chaotic business, working and living environment... Friday, 27 September 13
  11. 11. We are talking buttefly wings causing storms 1000km away... Mathematical chaos with counter intuitive outcomes and unintended consequences Friday, 27 September 13
  12. 12. The solution ? Detailed modeling Accurate data War Gaming Artificial Intellingence Computer Simulation Monte CarloTrials DecisionTesting Big Data Friday, 27 September 13
  13. 13. Simple mangement seldom work thinking Models premise and are Dangerous Achieve objectives Friday, 27 September 13
  14. 14. The solution ? Initial Actions ? Reduce efficiency - create some slackDiversify business - create some resiliance Identify, recruit, empower - innovators Reduce focus and be holistic ! Friday, 27 September 13
  15. 15. The solution ? Initial Actions ? Reduce efficiency - create some slackDiversify business - create some resiliance Identify, recruit, empower - innovators Reduce focus be holistic ! Look for threats - Inside the company - outside your sector Friday, 27 September 13
  16. 16. Get on top of technology Identify new opportunities Do differently not just better Don’t micro-manage Macro-manage and lead Empower & encourage Buy into relevant techology Subsume start up teams Mix with the right people Set up/buy a techno watch Heel tap ideas/derection Friday, 27 September 13
  17. 17. The implications of rapidly advancing technology Everyone & everything is now connected/networking The world is no longer slow and linear, it is fast and chaotic - ie highly non-linear Excessive optimization leads to company collapse Long term survival demands diversity We have to move on from doing more with less to doing more differently The Hot Three Nano -Tech Bio-Tech AI - 3D Printing - Material Programing Genome - Protein Decode Printed Devices - mobiles Self repair Integrated batteries Programmable colour Distributed mproduction Virtualisation Friday, 27 September 13
  18. 18. Disruption Genome - Protein Decode Printed Devices - mobiles Self repairing materials Integrated batteries Programmable colour Programmable form Distributed production Virtualisation Friday, 27 September 13
  19. 19. Your Challenge Your biggest challenges To move away from linear thinking & methods Abandon Dickensian management methods Subsume the culture of the young Subsume the new technologies Lead you organization into an uncertain future To think the unthinkable and then take decisive action Friday, 27 September 13
  20. 20. Thank you ca-global.org cochrane.org.uk COCHRANE a s s o c i a t e s Friday, 27 September 13
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