Let’s Help Melly
Let’s have a conversation.
Why is this military
squad doing push ups?
An organization is healthy
when it is whole, consistent
and complete, when its
management, operations and
culture are unif...

Today, over half of American
workers effectively hate
their jobs.




Melly, we cannot go on
hating our jobs. We have
to do something!
OK, let’s discuss
making the change.
Leadership and governance are
both part of management.

Maybe we’ll be happier
if we perform better?
We can help
with that!
scientific management
project management
structured programming
You all play a part in the
whole construction. Your goal
is to increase performance!

70 percent of all strategies
and projects fail.
We’re still not happy. Maybe
we should work toward a
greater purpose?
We can help
with that!
six sigma
TQM
BPR
TOC
I have a great idea!
Now you must all change for
the greater good.

Fads often fail to deliver on
their promises, a factor that
contributes to their short life
cycles and rapid decline.
At the same time the world is
getting more complex.
?
?
?
?
?
?
? ?
?
?
?
?
?
?
??
?
?
???
?
?
?
?
Unless the organization learns to
increase its health as a living
complex system.
Complexity theory is […] about the
dynamics of change in a system.
[…] a new theory of business that
places people and relationships into
dramatic relief.
I think the next century will be
the century of complexity.

Interesting!
But how do we increase
our health and become
happier?
We can help
with that!
Scrum
Lean
Agile
Kanban
OK, do whatever you want.
As long as you allow the
community to benefit
from it.

But, different community
leaders suggest fixing things
in different ways...
not
addressed
not
addressed
proven
benefit
indirect
benefit
proven
benefit
not
addressed
not
addressed
proven
benefit
indirect
benefit
proven
benefit
not
addressed
not
addressed
proven
benefit
indirect
benefit
proven
benefit
ideas
productdata
measure
not
addressed
not
addressed
indirect
benefit
proven
benefit
proven
benefit
not
addressed
proven
benefit
indirect
benefit
not
addressed
indirect
benefit
It seems we’re making
progress, but...
Maybe we can do even better
when we really understand
complexity thinking.
Only variety can
absorb variety.
Ashby's law of requisite
variety is as important to
managers as Einstein's law of
relativity to physicists.
When applied to
organizations, it has
been called requisite
complexity.
1) Address complexity with complexity
The complexity of a system must be
adequate to the complexity of the
environment tha...

2) Use a diversity of perspectives
Complexity itself is
antimethodology. It is against
"one size fits all."

3) Assume dependence on context
Best practice is
always past practice.

4) Assume subjectivity and coevolution
What you measure is what you get.

5) Anticipate, adapt, explore
Evolutionary systems by their nature
involve experimentation.

6) Develop models in collaboration
Those formulating the
abstraction are making a gesture
whose meaning can only emerge
in...

7) Shorten the feedback cycle
The only way to win is to learn
faster than anyone else.

8) Steal and tweak
We usually think of innovation
as inventing new things, but we
may be smarter to think of it as
recombi...
Complexity Tips
There’s nothing as practical
as good theory.
Now use the complexity your
organization already has.
So, how can we solve the
remaining problems?
Sorry, you’re
on your own
now!
Systems Thinking
Complexity Thinking
What exactly is the
organization?

You might be able to climb
this high, but only with a
healthy organization.
?
?
?
?
?
?
? ?
?
?
?
?
?
?
??
?
?
???
?
?
?
?
The English verb “to manage”
was originally derived from the Italian
maneggiare, meaning to handle and train
horses. […] T...
Management is about
human beings. Its task is to
make people capable of joint
performance […]. This is what
organization i...
Management is too important to
be left to the managers. We all
participate in the workout.






It’s not about reaching a certain
level. It’s about increasing health, so
you can keep climbing.
Aha!
Steal healthy practices,
Use in safe experiments,
Learn as fast as possible,
Adapt to your needs,
repeat...
Change Work Into Life
We should not take our
models too seriously.
Which management workout
exercise will you start with
tomorrow?
This presentation is part of
the Management 3.0 course.
Find out more...
www.management30.com/workout
@jurgenappelo
slideshare.net/jurgenappelo
noop.nl
linkedin.com/in/jurgenappelo
jurgen@noop.nl
www.management30.com
http://creativecommons.org/licenses/by-nd/3.0/
This presentation was inspired by the works of many people, and
I cannot po...
Let’s Help Melly
Let’s Help Melly
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Let’s Help Melly

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Many people don't like their jobs, and many organizations fail to survive in changing environments.

Here's a story of what happened before, and what should (or could) happen now, to try and make things better.

Published in: Business, Technology
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Let’s Help Melly

  1. 1. Let’s Help Melly
  2. 2. Let’s have a conversation.
  3. 3. Why is this military squad doing push ups?
  4. 4. An organization is healthy when it is whole, consistent and complete, when its management, operations and culture are unified.
  5. 5.
  6. 6. Today, over half of American workers effectively hate their jobs.
  7. 7.
  8. 8.
  9. 9.
  10. 10.
  11. 11. Melly, we cannot go on hating our jobs. We have to do something!
  12. 12. OK, let’s discuss making the change.
  13. 13. Leadership and governance are both part of management.
  14. 14.
  15. 15. Maybe we’ll be happier if we perform better?
  16. 16. We can help with that!
  17. 17. scientific management project management structured programming
  18. 18. You all play a part in the whole construction. Your goal is to increase performance!
  19. 19.
  20. 20. 70 percent of all strategies and projects fail.
  21. 21. We’re still not happy. Maybe we should work toward a greater purpose?
  22. 22. We can help with that!
  23. 23. six sigma TQM BPR TOC
  24. 24. I have a great idea! Now you must all change for the greater good.
  25. 25.
  26. 26. Fads often fail to deliver on their promises, a factor that contributes to their short life cycles and rapid decline.
  27. 27. At the same time the world is getting more complex.
  28. 28. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?? ? ? ??? ? ? ? ?
  29. 29. Unless the organization learns to increase its health as a living complex system.
  30. 30. Complexity theory is […] about the dynamics of change in a system.
  31. 31. […] a new theory of business that places people and relationships into dramatic relief.
  32. 32. I think the next century will be the century of complexity. 
  33. 33. Interesting! But how do we increase our health and become happier?
  34. 34. We can help with that!
  35. 35. Scrum Lean Agile Kanban
  36. 36. OK, do whatever you want. As long as you allow the community to benefit from it.
  37. 37.
  38. 38. But, different community leaders suggest fixing things in different ways...
  39. 39. not addressed not addressed proven benefit indirect benefit proven benefit
  40. 40. not addressed not addressed proven benefit indirect benefit proven benefit
  41. 41. not addressed not addressed proven benefit indirect benefit proven benefit
  42. 42. ideas productdata measure
  43. 43. not addressed not addressed indirect benefit proven benefit proven benefit
  44. 44. not addressed proven benefit indirect benefit not addressed indirect benefit
  45. 45. It seems we’re making progress, but...
  46. 46. Maybe we can do even better when we really understand complexity thinking.
  47. 47. Only variety can absorb variety.
  48. 48. Ashby's law of requisite variety is as important to managers as Einstein's law of relativity to physicists.
  49. 49. When applied to organizations, it has been called requisite complexity.
  50. 50. 1) Address complexity with complexity The complexity of a system must be adequate to the complexity of the environment that it finds itself in.
  51. 51.
  52. 52. 2) Use a diversity of perspectives Complexity itself is antimethodology. It is against "one size fits all."
  53. 53.
  54. 54. 3) Assume dependence on context Best practice is always past practice.
  55. 55.
  56. 56. 4) Assume subjectivity and coevolution What you measure is what you get.
  57. 57.
  58. 58. 5) Anticipate, adapt, explore Evolutionary systems by their nature involve experimentation.
  59. 59.
  60. 60. 6) Develop models in collaboration Those formulating the abstraction are making a gesture whose meaning can only emerge in many, many local interactions.
  61. 61.
  62. 62. 7) Shorten the feedback cycle The only way to win is to learn faster than anyone else.
  63. 63.
  64. 64. 8) Steal and tweak We usually think of innovation as inventing new things, but we may be smarter to think of it as recombining old ones.
  65. 65. Complexity Tips
  66. 66. There’s nothing as practical as good theory.
  67. 67. Now use the complexity your organization already has.
  68. 68. So, how can we solve the remaining problems?
  69. 69. Sorry, you’re on your own now!
  70. 70. Systems Thinking Complexity Thinking
  71. 71. What exactly is the organization?
  72. 72.
  73. 73. You might be able to climb this high, but only with a healthy organization.
  74. 74. ? ? ? ? ? ? ? ? ? ? ? ? ? ? ?? ? ? ??? ? ? ? ?
  75. 75. The English verb “to manage” was originally derived from the Italian maneggiare, meaning to handle and train horses. […] This original meaning merged with the French term menage, or household.
  76. 76. Management is about human beings. Its task is to make people capable of joint performance […]. This is what organization is all about, and it is the reason that management is the critical, determining factor.
  77. 77. Management is too important to be left to the managers. We all participate in the workout.
  78. 78.
  79. 79.
  80. 80.
  81. 81.
  82. 82.
  83. 83.
  84. 84. It’s not about reaching a certain level. It’s about increasing health, so you can keep climbing.
  85. 85. Aha! Steal healthy practices, Use in safe experiments, Learn as fast as possible, Adapt to your needs, repeat...
  86. 86. Change Work Into Life
  87. 87. We should not take our models too seriously.
  88. 88. Which management workout exercise will you start with tomorrow?
  89. 89. This presentation is part of the Management 3.0 course. Find out more...
  90. 90. www.management30.com/workout
  91. 91. @jurgenappelo slideshare.net/jurgenappelo noop.nl linkedin.com/in/jurgenappelo jurgen@noop.nl
  92. 92. www.management30.com
  93. 93. http://creativecommons.org/licenses/by-nd/3.0/ This presentation was inspired by the works of many people, and I cannot possibly list them all. Though I did my very best to attribute all authors of texts and images, and to recognize any copyrights, if you think that anything in this presentation should be changed, added or removed, please contact me at jurgen@noop.nl.
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