Be inspiring: learning from 2nd semester 2013 MMT study at Aalborg University

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Be inspiring: learning from 2nd semester 2013 MMT study at Aalborg University

  1. 1. Be inspiring: getinspired from theacademic worldMaster of Management inTechnology, AalborgUniversity. Learning from mystudy at 2. semesterSummer 2013Carsten Helmuth Pedersen1
  2. 2. DisclaimerAll views and interpretations are my own. Allcopyrighted material belongs to its rightfulowners.Feel free to share.Summer 20132
  3. 3. Content Structures and systems within organisations Organisational Learning & KnowledgeManagement Systems Radical simplification through design Organisational processes and systems Innovation- and technology managementSummer 20133
  4. 4. StructuresSummer 20134
  5. 5. Structures Traditional structures Nurse inter-organisationalrelations Designed accordingto current marketneeds or to meetinternal demand forcontrol andaccountability?Summer 20135
  6. 6. Organisational LearningSummer 20136
  7. 7. Knowledge ManagementSystems Where does competitive advantages comefrom? Eternal re-use andmultiplication Ownership? Tacit and explicit?Summer 20137
  8. 8. Knowledge and learning Can anorganisation learn? Individuals can! Where isorganisationallearning stored?(answer: in structures,organisation, decisionboards…)Summer 20138
  9. 9. Summer 20139Slide by: Brian Vejrum Wæhrens, CIP, Aalborg University
  10. 10. Radical SimplificationSummer 201310
  11. 11. Radical simplificationthrough designSummer 201311
  12. 12. Radical Simplification Uprofessionalismen er ligefrem proportional medantallet af røde streger mellem komponenter ogfærdige produkter. Fortæller om hvor nemt det er, atfacelifte. Hvor godt er det lykkedes at isolere i funktionelleenheder.  R&D = relax & delay No unified syntax for the cost of variety (where doesthe cost exist – between the departments?) Suitable governance? Architects and developmentmanagers with the last vote? Companies need a general language on these issuesSummer 201312
  13. 13.  Complexity cost increase over time Unique solutions = unique problems Lousy methods when starting up developmentprojects Can you change colour or size easily? We do not know real cost of our products… Scania Trucks: management can introduce orchange components, but interfaces needs tobe approved by the Board of Directors Scania CTO runs a small transport firm inparallel…Sommer 201313
  14. 14. Processes and systems Galbraith (1973):a new strategyinterlink with HRM,organisation,rewarding andprocessesSummer 201314
  15. 15. Processes and systems From awareness to actionSummer 201315
  16. 16. Innovation Tidd & Bessant (2009) defines innovation as:the process of translation new ideas intouseful practice and use them, like newproducts, processes and services. Generating new ideas is invention.Summer 201316
  17. 17. Thank youCarsten Helmuthmette.carsten@gmail.comSkype: carsten_helmuthJune 23, 201317

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