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. ...

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.

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Let’s Help Melly Presentation Transcript

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