Blue ocean strategy, balanced scorecard strategy and team forming  a shared perspective
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Blue ocean strategy, balanced scorecard strategy and team forming a shared perspective

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A unified approach to study distant topics such as teamwork and Blue Ocean Strategy is proposed. This approach will ease the understanding of complexity

A unified approach to study distant topics such as teamwork and Blue Ocean Strategy is proposed. This approach will ease the understanding of complexity

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  • We need serendipitous encounters with people because of the importance of the ideas that these people carry with them and the connections they have. People carry tacit knowledge.

    Tacit knowledge exists only in people’s heads. As edges arise ever more quickly, all of us must not only find the people who carry this new knowledge but get to know them well enough (and provide them with sufficient reciprocal value) that they’re comfortable trying to share it with us.

    We not only have the opportunity to access the tacit knowledge other people have gained from their experiences—and to share our own— but can begin to create relationships that may themselves spawn new tacit knowledge as we begin to collaborate on areas of shared interest. Serendipity becomes much more than a one-time encounter or an end in itself: It becomes the crucial means of access to rich flows of tacit knowledge both now and in the future.

    It seems that attraction is particularly powerful when it leads to serendipitous encounters with people on the edge—and then to long-term relationships with them. This form of attraction offers privileged access to tacit knowledge and rare insight into new opportunities. It also lowers our risk.

    Serendipitous encounters thus help amplify our efforts by connecting us with our fellow explorers— exactly the people who can help us in our own explorations.

    If the right combination of pull approaches is practiced, a kind of scaffolding emerges between the participants in which everybody learns faster and the performance of everybody involved goes up at a more rapid rate that it would have for any of them alone.
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  • Thank you very much dear Ali for your so interesting, even also very dense presentation
    'Blue ocean strategy, balanced scorecard strategy and team forming a shared perspective'.



    If serendipity is the aptitude for making desirable discoveries by accident, then trying to increase that encounter with luck would be what we call “shaping serendipity.”
    For a partnership, for a friendship, for a team, for an outcome.

    Shaping serendipity as a decision we can make to pull the people, ideas, and objects into our lives that we need.

    Where we spend our time affects our choices. How scheduled or open we are affects our availability. How much we’re around people impacts our options.

    It’s how we engage and take advantage of the opportunities that will determine our ultimate success.

    One of the most powerful ways to do maximize serendipity is to care less about impressing those we meet and more about loving those we meet. Sometimes our insecurities get the best of us and we erroneously think we need others to be wowed by us. On the contrary, most people aren’t drawn to people they are intimidated by as much as they are drawn to people who seem to care about them. Our odds of building friendship escalate when we show up caring more about how they feel than how we look.

    Vulnerability elicits trust. We can’t invite serendipitous moments if we don’t expose our needs, problems, and struggles. It’s so true. It’s when we risk showing our need that solutions are most offered.

    A secret of neuroscience is found in what we call mirror neurons which ensures that what we give is the same as what we receive. It’s why we yawn when we see someone else yawning. It means when we smile, we’re more likely to get a smile back. When we’re vulnerable, we’re more likely to encourage their sharing. When we tell them we like them, they’re going to like us more. When we seem excited to get together again, they’ll also feel more excited.

    May making friends not just feel like pure dumb luck, but rather may we end up feeling lucky and knowing we helped produce the outcome.

    'Sharing insight and knowledge, momentary perspicacity and blessed afflatus, thoughts and ideas, imperceptibly becoming a part from the renaissance of one enlightened, pulsatile, inspired and prosperitan consciousness of Human Mind.'

    On 'The Prosperity Renaissance' group
    http://www.linkedin.com/groups/Prosperity-Renaissance-4363818/about
    and its subgroups
    'The Social Capital'
    http://www.linkedin.com/groups/Social-Capital-4972340/about
    and
    'Sick Bank Sake'
    http://www.linkedin.com/groups/Sick-Bank-Sake-5028066/about
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  • Bernard, much appreciated and many thanks. You make efforts and take action to spread work. You are a very positive man
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  • Your slideshow is also referenced on the BLOG(in more of group ) of 'Hardy's Corner' .
    http://hardys-corner.blogspot.com/2011/01/blue-ocean-strategy-balanced-scorecard.html
    Thank you in advance for your visit.. Warm greetings from France. Have a wonderful day ! Bernard
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  • I wish to record here my thanks for the nice comment made my work 'Sunscreen' and by to put it among their favorites!
    *************
    As director of school I also want to congratulate you by the excellent lesson that you give us through their work.
    Thank you!
    Greetings from Brazil!
    Diramar
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Blue ocean strategy, balanced scorecard strategy and team forming  a shared perspective Blue ocean strategy, balanced scorecard strategy and team forming a shared perspective Presentation Transcript

  • Blue Ocean Strategy and TeamForming- A Shared Perspective Ali Anani
  • Ideation This presentation offers a new perspective to the Blue Ocean Strategy (BOS) and team building strategy. Added on January, 2012 I suggest for you reading my post presentation on slideshare entitled SNA of Blue Ocean Strategy. You may find Slides 17-19 of particular interest to you SNA Social Network Analysis
  • Blue Ocean Strategy(BOS) The probing of the components of BOS reveals they may be rearranged into two opposites as is shown the left. Train Vs. Eliminate Raise Vs. Reduce
  • Team Building Stages Likewise; the probing of the components of Forming team building reveals they may be Norming Storming rearranged into two opposites as is shown the left. Forming Vs. Performing Performing Norming Vs. Storming
  • Team Building Stages- 2 The system dynamics show how stages Forming develop over time. This development is Norming Storming complex. The output of one stage may bifurcate Performing into two inputs.
  • Team Building Stages- 3 The system dynamics show how stages Forming develop over time. This development is Norming Storming complex. The output of one stage may bifurcate Performing into two inputs in the next stage.
  • Team Building Stages- 4 The system dynamics show how stages Forming develop over time. This development is Norming Storming complex. The output of one stage may bifurcate Performing into two inputs.
  • Output Bifurcating into Two Inputs A very good example is that reported by Team Dynamics Defining the Team Essentials for Team Success The positive effect of a strong friendship in a team might be: the friends communicate a lot together... ...which naturally results in other members being drawn into the discussion ...which results in a good social feel to the group ...which makes people enjoy being in the group ...which improves motivation and commitment And the reverse is true
  • Output Bifurcating into Two Inputs- 2 The previous example shows how the cause Which way this might bifurcate into two ball of events will roll? effects. This adds to the complexity of the teams.
  • Output Bifurcating into Two Inputs- 3 The positive and negative chains produce positive and negative loops, which in turn influences the connectedness and richness of information exchange among team members.
  • Output Bifurcating into Two Inputs- 4 That one input bifurcates into two outputs stresses the Sub-team A system as it leads to the Sub- formation of two opposite team B sub-teams or more. The harmony between the individual and the team either Team Member increases or decreases depending on how team members deal with an input
  • Output Bifurcating into Two Inputs- 5 The sub-teams interact with the organization with two Organization different inputs. Again, these inputs might Sub- team A bifurcate within the Sub- organization into different team trajectories (paths) adding to B the complexity of the system. Team Member
  • The Panarchy of Teams The individual, team and the organization might move harmoniously and may not
  • The Prey – Predator System We have more than one prey – predator sub-teams within the organization.
  • The Prey – Predator System- 2 The complexity of a prey–predator system is well-known If two sub-teams have two different complexities then the whole system is not synchronized Predictability becomes difficult
  • Team Synchronization The complexity of the team may be also constrained by the capacity of the container space. The container is defined by three dimensions, in emulation of the work of…………..
  • Team Capacity In emulation of the work on Adaptation- and Storming the Nature of Complex Systems, the three Norming attributes that determine the Wealth capacity of a complex system are: wealth, connectedness and Connectedness resilience
  • Team Capacity- 2 These cycles provide a Storming framework for the opposing forces of growth and stability Norming versus change Wealth and variety Connectedness
  • Team Capacity- 3 These cycles provide a framework for the opposing forces of growth and stability versus change and variety
  • Team Capacity- 4 As a team forms its members are new to each other. There are ample opportunities for all.
  • Team Capacity- 5 Storming starts as opportunities become scarcer and as differences between team members surface out
  • Team Capacity- 6 Storming starts as opportunities become scarcer and as differences between team members surface out
  • Team Capacity- 7 Normalizing starts leading to increased communication, connectedness and exchange of information. This increase in connectedness may increase the rigidity of the team making it less adaptive to change (decreased resilience)
  • Team Capacity- 8 Performance initiates as connectedness increases and conflicts decrease; else, non-productive work results
  • Extending the Concept to BOS Using a similar approach, Blue Ocean Strategy may be tackled along the same lines
  • Bioteams Bioteams that emulate nature is a shining concept Teams have four stages of development These are: founding stage, ergonomic stage, reproductive stage and terminal stage These four stages may be analyzed in a fashion similar to what we discussed in this presentation
  • Extending the Concept to BOS Using a similar approach, Blue Ocean Strategy may be tackled along the same lines
  • The Four Building Blocks of BOS Eliminate, Create, Reduce and Raise are the four building blocks of Blue Ocean Strategy (BOS)
  • Drawing the Four Blocks to Reflect Opposites The four blocks may be redrawn as is shown on the left
  • Drawing the Four Blocks to Reflect Opposites- 2 The four blocks of political, organizational, interorganizational and individual in the above reference are replaced by create, eliminate, reduce and raise
  • Drawing the Four Blocks to Reflect Opposites- 2 One balance is balancing between old products and future ones. If the system changes and we keep looking at the past we suffer from rigidity
  • Drawing the Four Blocks to Reflect Opposites- 3 We put our thoughts, feelings and actions. Accordingly, we influence the output of the system.
  • Drawing the Four Blocks to Reflect Opposites- 5 we influence the three dimensions of the cube. 3 Attributes define the boundary of the cube and hence its capacity
  • Conclusion Systems such as teamwork and Blue Ocean strategy might seem distant to each other.This presentation shows that a common approach towards their study is feasible A forthcoming presentation will show that the Balanced Scorecard is obedient to a similar approach