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Management & Leadership in a Turbulent Environment

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Management guide on how to design organizations for higher complexity, uncertainty, and volatility. Using the Performance Triangle and the AgilityINsights Diagnostic for higher agility, resilience, …

Management guide on how to design organizations for higher complexity, uncertainty, and volatility. Using the Performance Triangle and the AgilityINsights Diagnostic for higher agility, resilience, speed, and room to move.

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  • 1. Management Design for Turbulent Times @AgilityINsights @PerfTriBook #ThePerformanceTriangle @MGMTmodel Fit for your future Sphere Advisors AG AgilityINSights Untermüli 7 PO Box 4440 CH-6304 Zug (ZG) Switzerland Tel: +41 44 683 15 95 Fax +41 44 683 15 96 contact@agilityinsights.com Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 1
  • 2. Book Trends Concept Diagnostic Performance Triangle Challenges Room to Move AgilityINsights Diagnostic Why another management book? What do you need for superior decisions? How do you know? Process Tools Projects Development Diagnostic Mentoring Management Design Examples Research Results How do you develop these capabilities? What design is required for your management? What can we learn form others? Inform – Learn - Do Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 2
  • 3. Performance Triangle A Book for Entrepreneurs, Leaders, Managers    Corporate leadership in turbulent times Diagnostic (AID10): self-assessment Guide on management design L. Michel, «The Performance Triangle: Diagnostic Mentoring to Manage Organizations and People for Superior Performance in Turbulent Times», LID Publishing, London, 2013. Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 3
  • 4. Turbulent times? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 4
  • 5. Turbulent times. Five observations Knowledge is the scarce resource Modern people work differently To cope with these challenges, decisionmaking needs design! Change has changed! VUCA Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Knowledge people deliver performance based on purpose! 5
  • 6. Traditional command & control is slow – leaving best talent untapped Interferences limit the potential and performance! Traditional organizations normalize people in an individualistic, complex world Traditional management interferes rather than to unlock the potential The traditional reaction to an ambiguous environment is to limit the degrees of freedom Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Traditional, detailed goals are liable to break in an uncertain environment 6
  • 7. Self-responsible people make organizations fast! Organization for the knowledge age Self-organization leads to agility! Freedom to decide requires a virus-free working environment! In a dynamic environment, room to move is essential! Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Purpose and networks create the bonds for resilience! 7
  • 8. What image of mankind determines your leadership? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 8
  • 9. Challenges Image of Mankind PEOPLE The image of mankind has changed and will continue to change -> an opportunity for SPEED The modern image of mankind has it roots in the Humanism! Self-responsibility as the principle Knowledge Era Industrial Era PEOPLE … PEOPLE… …want to contribute and have fun …perform and are self-responsible …control their own work …want to develop and grow …don’t do anything at their own, evade work …need command and motivation …are measured and evaluated …are freed from weaknesses …and are able to self-organize! …and need leadership! Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 9
  • 10. Challenges Interferences! PEOPLE Traditional leadership builds on the principles of the industrial era. These principles have invaded many organizations unwillingly and unintentionally. Goal bargaining Promotion guidelines Scoring list Time control Employee evaluations Savings proposals Assessments Job descriptions Employee development Normal distribution Vacation policies Organization charts Incentive programs = the result is slow reaction Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 10
  • 11. Challenges Potential? PEOPLE Today’s leadership builds on the principles of the knowledge era. These principles release the productive energy in organizations. Only 65% of the potential in organizations is effectively used! -> SPEED through the potential of people Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 11
  • 12. What is the ‘Gestalt’ of your organisation? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 12
  • 13. Challenges «In times where knowledge is the critical resource, all people are executives.» - Peter F. Drucker Knowledge Work ORGANISATION Work has fundamentally changed! -> An opportunity for higher AGILITY Characteristics Knowledge Era Role of employees Ends Foundation of work Information, knowledge Knowledge Distributed Feedback Direct, immediate Purpose of leadership Support Focus of control Work Location of control Employee Leadership style Collaboration Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Industrial Era Means Material, process Concentrated, management Indirect, delayed Supervision, control People Management Command 13
  • 14. Challenges Interferences! ORGANISATION Traditional organizations are built on the principles of the industrial era. These principles have invaded many organizations unwillingly and unintentionally. TQM for the ‘bin’ Principles as command Offsite strategy meetings Risk Profiling without action Short-term goals Management by Objectives in detail Balanced Scorecards everywhere Quarterly closing Earnings guidance ERP without limits Budgets without an end Benchmarking for the average Long-term implementation Bonus with side-effects Mission without purpose Multi-page compliance reports Detailed plans Process management rather than CS Sigma & Lean to tick it off Analytics without intelligence Well kept information Governance to prevent… KPIs for control Incentive programs = this results in normalized, standardized leadership Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 14
  • 15. Challenges Potential? ORGANISATION Today’s organizations are built on the principles of the knowledge era. These principles release the productive energy in organizations. «94% of the problems in organization stem from systems. Only 6% have their cause with people». - W. Edward-Deming -> AGILITY through shared context and interaction Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 15
  • 16. Who comes first? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 16
  • 17. Challenges Client Value STAKEHOLDERS Employees are at the center – come first! -> an opportunity for higher RESILIENCE To (Knowledge Era) From (Industrial Era) Profitable client value Shareholder Value Resilience Clients Owners Collaboration Multi-directional networks Efficiency as the goal Society Employees Suppliers Shared accountability Disciplined innovation Competitive advantage Directional value chains Steep hierarchies Regulators Stakeholder relationships Paradigm shift Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com …others Control & bureaucracy Mechanistic leadership Spring cleaning 17
  • 18. Challenges Interferences? STAKEHOLDERS The traditional shareholder view is based on the principles of the industrial era. These principles have invaded many organizations unwillingly and unintentionally. 13 % of employees have trusted relationships at work 20% of employees have goals that are aligned with those of the organization Only 5-37% of employees know what the organization stands for The lack of collaboration is on top of most employee surveys 75% of managers demotivate employees = this results in organizations with a higher liability to break Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 18
  • 19. Challenges Potential? STAKEHOLDERS Today’s stakeholder view is based on the principles of the knowledge era. These principles release the productive energy in organizations. «If you want to kill innovation, reward it». - Alfie Kohn -> RESILIENCE: more purpose, relationships, collaboration Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 19
  • 20. How does change impact control? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 20
  • 21. Challenges Turbulence ENVIRONMENT Choices are important in a turbulent environment -> an opportunity for higher ROOM TO MOVE 5 Megatrends – change has changed! 1900 500 2000 Bio Tech  Higher dynamics are the norm Mobil  Complexity increases with size  Uncertainty questions that strategy Internet  Ambiguities require flexibility pharmaceutics  Globalization asks for synchronization TV plastics semi-conductors ….. Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com car 21
  • 22. Challenges Interferences? ENVIRONMENT The traditional way to deal with the environment is based on the principles of the industrial era. These principles have invaded many organizations unwillingly and unintentionally. … when control fails, then we install more of it … when we lack clarity, then we ask for additional detail and more precise processes … when uncertainty raises, then we decide again ourselves and limit delegation … when ambiguity creeps up, then we set new rules and limit the degrees of freedom = this results in faulty responses Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 22
  • 23. Challenges Potential! ENVIRONMENT Today’s approach to the environment is based on the principles of the knowledge era. These principles release the productive energy in organizations. «In a dynamic environment it becomes obvious that initiative, freedom to decide, innovation, and risk taking become more important as compared to organizations in stable environment with budgets». - Kilmann (1985) -> ROOM TO MOVE through choice Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 23
  • 24. What does this mean for management? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 24
  • 25. Challenges "Management, above all, is a practice where art, science, and craft meet.“ - Henry Mintzberg Performance? MANAGEMENT Paradigm shift: management for turbulent times -> FREEDOM TO DECIDE Performance Potential Interferences = 2 options for intervention! Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 25
  • 26. Challenges "Management, above all, is a practice where art, science, and craft meet.“ - Henry Mintzberg Potential? MANAGEMENT Today’s approach to management is based on the principles of the knowledge era. These principles release the productive energy in organizations. «Ninety percent of what we call ‘management’ is making it difficult for people to get things done». – Peter Drucker -> FREEDOM TO DECIDE: decision design Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 26
  • 27. Challenges Management & Leadership 2.0 In a dynamic and turbulent environment – change has changed! PEOPLE The new image of mankind ORGANISATION Design for the knowledge age -> Speed -> Agility MANAGEMENT Choice on management models -> Freedom to decide ENVIRONMENT 5 mega-trends -> Room to Move Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com STAKEHOLDERS Value for clients -> Resilience 27
  • 28. Fast? Agile? Robust? Room to move? Freedom to decide? Recipes? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 28
  • 29. Challenges New Literature MANAGEMENT Paradigm shift: management for turbulent times -> FREEDOM TO DECIDE The last 10 years 5 10 0 And more… Beyond Performance Management (Frazer/Player) Reinventing Management (Birkinshaw) The Future of Management Vertrauen führt Beyond Budgeting Inner Game of Work (Hamel) Musterbrecher (Wüthrich, et al) (Gallwey) (Frazer/Hope) (Sprenger) Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 29
  • 30. Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 30
  • 31. Management: this is what it takes… Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 31
  • 32. Engage employees. How? Coordinate work. How? Take decisions. How? Change change. How? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Set goals. How? 32
  • 33. “The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday’s logic.” - Peter Drucker Room to Move Concept What is your room to move? What degrees of freedom do you have? What does it take? Speed Agility Resilience S C C R P L People: Inner Game • Creativity • Awareness • Focus of attention • Choice • Trust S Culture, Leadership, Systems • Innovation • Shared… • Interactive… • Diagnostic… Potential Decisions Room to Move C Relationship, Purpose, and Collaboration • Knowledge • Motivation • Coordination Interferences Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com R P L P C T B P S Performance Triangle • Freedom to decide • ‘Manageability’ + + U + + A = D P Freedom to Decide • Think • Understand • Perform • Behave • Act Performance 33
  • 34. Room to Move “I believe the real difference between success and failure in a corporation can be very often traced to the question of how well the organization brings out the great energies and talents of its people.” - Thomas J. Watson Jr. The Performance Triangle SUCCESS Growth C U LT U R E S C R L P C Innovation P S = Performance Creativity PEOPLE Collaboration LEADERSHIP SYSTEMS Challenges Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 34
  • 35. Room to move Performance= Potential - Interferences SUCCESS Growth C U LT U R E Innovation Performance First, eliminierte all Interferences Then, work on the Creativity Potential PEOPLE Collaboration LEADERSHIP SYSTEMS Challenges Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 35
  • 36. How do you know? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 36
  • 37. To what extent do you agree with the following statements? Diagnostic: AID5 AgilityINsights Diagnostic™ Do what extend to you agree with the following statements in your organization? Use L for missing capabilities, M for average capabilities and H for distinctively superior capabilities? A: My organization delivers what it promises to its stakeholders L M H B: Our leadership team shares the same intent, agenda, and norms L M H C: Leaders productively interact with employees on purpose and contribution L M H D: We make effective and fast decisions without too much bureaucracy L M H E: I am able to apply all my knowledge, ideas, thoughts, and skills L M H Instructions: Insert your score as Low, Medium or High into the Performance Triangle and color the box accordingly. Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 37
  • 38. AgilityINsights Diagnostic™ SUCCESS A C U LT U R E B Green: Success Yellow: Mediocrity Red: Failure Green: Vibrant Yellow: Invisible Red: Toxic Green: Creative Yellow: Compliant Red: Checked-out PEOPLE Green: Interactive Yellow: Busy Red: Remote C E Collaboration LEADERSHIP Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com SYSTEMS Green: Diagnostic Yellow: Formal Red: Defect D 38
  • 39. AgilityINsights Diagnostic™ Diagnosis: 6 Suites AID17 AID38 AID49 AID77 AID92 AID120 Project Start Collaboration & Culture Leadership Innovation & Growth Transformation Management Systems HR, team leaders, OD, CD Leadership teams Small firms, public institutions Medium-size organizations Large organizations Large enterprises 17 38 49 77 92 120 and more Up to 10 Up to 25 Up to 45 Up to 95 Unlimited Unlimited Employees (# Part.) - Up to 50 Up to 100 Up to 500 Up to 2’000 Up to 2’000 Time required / Part. 10’ 15’ 20’ 25’ 30’ 30’ Clusters / groupings - - - - Max 5 Max 9 Client Presentation Web Web On site On site On site On site Executive Workshop - ½-day ½-day ½- day ½- day ½- day Expert Briefing - ½- day ½- day 1- day 1- day 2- days Tools*            Leadership Toolbox   Corporate  Corporate  Corporate MitWorker Toolbox     6 Suites Focus # Factors Management (# Part.) Leadership Scorecard * Tools: Room to Move, Performance Triangle, People, Strategy Matrix, Challenges, Bridge, Context Frame, Management Model, Management Style, Culture Style, Leadership Style, Design Toolbox, Systems Roles, Change Levers. Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 39
  • 40. How do get there? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 40
  • 41. “Paths emerge by taking them.” - Franz Kafka Diagnostic Mentoring™ Process A process in 4 steps Diagnosis AgilityINsights Diagnostic™: Online Questionnaire Feedback: Client Presentation (to CEO +) Awareness [6 AID Suites, Executive Report & Presentation Management Diagnostic and optional Employee Diagnostic] Interpretation Design Executive Workshop: ½ - 1 day [Executive Workbook & Presentation, and The Performance Triangle Abstract] Expert Briefing: ½ - 1 day with HR, Control, … Focus of Attention Choice [Executive Presentation / Tools] Diagnosis, Interpretation and Design are part of the AgilityINsights Diagnostic™ Suits. The Development phase usually offered as a separate, individual project. Development Projects: Development & Implementation Development Lab: ‘World Coffee Style’ Leadership Seminar: 2 intense days Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Trust 41
  • 42. What design works? Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 42
  • 43. TOOLS The Toolbox for Diagnostic Mentoring™ Challenges PEOPLE Speed ORGANISATION Agility STAKEHOLDERS Resilience ENVIRONMENT Room to Move MANAGEMENT Decisions Diagnose Interpret Design Develop Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 43
  • 44. Change = Work on the System Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 44
  • 45. Global Insurance, Switzerland Example 1 Transformation After years of cost cutting excercises and restructuring, the new CEO asks what he can do to grow the organization from with. 25’000 employees, worldwide, central HO in Switzerland Diagnosis AgilityINsights Diagnostic™: AID79 with 100 participants, business leaders, worldwide Feedback: Client Presentation to the CEO Management Team Workshop: 1 day, 80 managers simultaneously in New York, Singapore, Zürich Interpretation Expert Briefing: 3 days with CD, HR, Control, … Design Development Lab™: development program for the top 80 manager Development Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 45
  • 46. Global Insurance, Switzerland BEISPIEL zur Illustration der Werkzeuge Room to Move How do we make decisions? What does it take to strengthen our manageability? PEOPLE ORGANIZATION left behind l slow… Speed STAKEHOLDERS passive l medium… 54 1 + Agility ENVIRONMENT robust l high… 57 2 + Resilience MANAGEMENT restrained… 70 3 = Room to Move average… 60 Low score: people don't use their potential at all being that they are bored, stressed or work in an infected environment. Visible Interences. A medium score indicates that the potential is not fully used or people cannot apply it. The challenge is to refine the organization for agility. A high score means a higher robust organization with the capabilities to withstand external chocks. It is the task to maintain these capabilities. A medium score means average capabilities. There is room for improvement with an investment in capabilities to address the future. inhibited / unused… preserving… restraining l missing… weak, missing… Growth Performance Creativity 1 2 3 4 5 6 7 4 45 Innovation 55 45 Decisions 59 5 A medium score means that people struggle with the decision-making. Viruses interfere! Work at it! demanding / time consuming… 48 6 Manageability 59 7 Average of awareness, focus, choice, and trust Average of culture, leadership, and systems Average of relationships, purpose, and collaboration Average of agility, resilience, and speed Average of thinking, deciding, performing, acting, behaving Average of growth, innovation, and creativity Average of Leadership + Systems Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 46
  • 47. Global Insurance, Switzerland BEISPIEL zur Illustration der Werkzeuge Speed How do we engage employees? What does it take for more speed? PEOPLE mute… Awareness 49 congested / wrong… Focus formalized… Trust 38 limited… 62 66 Choice People Inner Game inhibited / unused… Creativity 45 left behind l slow… Speed 54 1 1 Average of awareness, focus, choice, and trust Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 47
  • 48. Global Insurance, Switzerland BEISPIEL zur Illustration der Werkzeuge A Choice of Management Model Management Model What are your management principles? What should they be going forward? ORGANIZATION 4 3 2 1 1 2 Responsibility Extrinsic motivation Goal Orientation l Self-organization Bureaucracy l Flexibility Standardization l Collective Wisdom Industrial Economy Broad Direction ENVIRONMENT MANAGEMENT Dominating principles l Knowledge Economy ORGANIZATION 4 Control PEOPLE STAKEHOLDERS 3 Ends of Management: engaging people, setting objectives Targets Standardization Means of Management: coordinating activities, leading change Instructions Pow er l Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Involvement/Structuring Design of Management: decision-making through leadership & systems 48
  • 49. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge Example 2 Growth 15 years after start-up, the owner and founder wants to retire and take a role on the executive board. Is it the right time? 500 employees in Italy, UK, Germany, and the US, global distribution, HQ in Italy. Diagnosis AgilityINsights Diagnostic™: AID49 with 45 participants in DE and EN. Feedback: Client Presentation to the CEO Management Team Workshop: 2 days with 40 managers in DE and EN in Italy. Interpretation Expert Briefing: 1 day with the COO Design Projects: Strategy process and corporate leadership (rhythm) Development Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 49
  • 50. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge The Future Model What is the future of our organization? What keeps us from getting there faster? respectable… Success peak… 70 Performance 79 Future Opportunities considerable… Challenges predictable 58 Clarity of strategic intent 65 Decisions Interferences Next 6 month 3 year horizon 5 year horizon 'busy cycle' 'dream cycle' Time 'illusion cycle' Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 50
  • 51. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge Room to Move How do we make decisions? What does it take to strengthen our manageability? PEOPLE ORGANIZATION keeping up l medium… Speed 68 STAKEHOLDERS passive l medium… 1 + Agility ENVIRONMENT robust l high… 59 2 + Resilience MANAGEMENT restrained… 72 3 = Room to Move average… 66 Medium score: interences prevent people from using their full potential. Performance likely suffers. Visible Interences. A medium score indicates that the potential is not fully used or people cannot apply it. The challenge is to refine the organization for agility. A high score means a higher robust organization with the capabilities to withstand external chocks. It is the task to maintain these capabilities. A medium score means average capabilities. There is room for improvement with an investment in capabilities to address the future. unfolding… prospering… developing l superior… peak… Growth Performance Creativity 1 2 3 4 5 6 7 4 78 Innovation 75 85 Decisions 62 5 A medium score means that people struggle with the decision-making. Viruses interfere! Work at it! missing, infected… 79 6 Manageability 55 7 Average of awareness, focus, choice, and trust Average of culture, leadership, and systems Average of relationships, purpose, and collaboration Average of agility, resilience, and speed Average of thinking, deciding, performing, acting, behaving Average of growth, innovation, and creativity Average of Leadership + Systems Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 51
  • 52. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge Speed How do we engage employees? What does it take for more speed? PEOPLE alert… Awareness 76 congested / wrong… Focus formalized… Trust 54 limited… 76 66 Choice People Inner Game unfolding… Creativity 78 keeping up l medium… Speed 68 1 1 Average of awareness, focus, choice, and trust Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 52
  • 53. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge Leadership Scorecard™: 15 practices for efficient leadership What story does your scorecard tell? What are your responses to these questions? What are the key issues that require your attention? ORGANIZATION broken or missing… Information 54 + What is going on? 60 + + 35 + What is our shared understanding? + Intent + 68 - + Alignment Agenda 58 + + + Capabilities Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com Contribution Dialogue - + Aspirations 65 + + - Motivation Risk Dialogue 54 - = Systems 54 + 71 Norms busy… Leadership 56 v v What is our shared sense of purpose? + = v What can we tolerate? What are the risks? 75 = Culture invisible… 67 What gets you ahead? v 76 51 Where are the limits? v 70 Boundaries v How can we contribute? v 65 + 60 v Do we get the right things done? v 80 Performance Conversation Beliefs What are our ambitions? v What is our shared intent? v + Are we on track? What do we do next? What do you need? v 55 53 v Why are we going there? What have we learned? v Agility Strategy Conversation Implementation How do we succeed? v What does that mean? Understanding + 54 What game are we playing? v Sense Making Strategy v v 75 + + Cleverness 63 = Success respectable… 70 53
  • 54. Specialty Food Producer, Italy BEISPIEL zur Illustration der Werkzeuge E Decision on Change Change Levers What change makes sense? How do we make the change? ORGANIZATION CEO Hard to change High and deep impact 1 The power to change the paradigms 2 The mind-set, deeply rooted ideas, and shared beliefs 70 3 The nature of the game, business model or purpose (success factors) I 4 The choice between self-initiative and outside-control (*) 53 5 The choice of policies, constraints, and degrees of freedom 51 6 The use of closed diagnostic processes Leadership 56 7 The generation of energy, relationships, and interactions Tools 59 8 The design of controls, measurement, and goals Cycle n.a. 9 The availability and flow of information and timely feedback 10 The changes in the use, levels, capacity, and stock of resources Operations Small impact Easy change Mgmt Model +/- change Bus Model Routines Work in the system 67 Rules Work on the system Culture * K fo r Kno wledge A ge, I fo r Industrial A ge Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 54
  • 55. Change your Management with a Design for Turbulent Times Fit for your future Sphere Advisors AG AgilityINSights Untermüli 7 PO Box 4440 CH-6304 Zug (ZG) Switzerland Tel: +41 44 683 15 95 Fax +41 44 683 15 96 contact@agilityinsights.com Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 55
  • 56. Selected Results RESEARCH Elements of the Performance Triangle 100 75 65 55 40 50 60 70 80 90 100 Professional 30 Consumer 30 Education 40 Industrial 50 75 Success Culture Services 60 Success Financial 70 85 85 80 Success 90 65 Culture Systems 55 Systems Leadership Leadership Culture Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 56
  • 57. Publications 2013 Mentoring Guide 2013 Agility for the new Era 2012 Leadership, 2012 Systemic Culture, Systems Leadership Bridge between people and organization AID10. Guide in 7 steps to higher agility Relationship in the Performance Triangle 7 questions to higher agility with the AID10 for INsights 2008 Design of 2007 Scorecard D e c i s i o n - m a k i n g u n d To o l b o x 2005 SMART Management Five principles. Algorythm for Five levers. Tools for routines, rules, and tools corporate leadership Five systems for managing and organization to success http://www.agilityinsights.com/ en/insights/Publications Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 57
  • 58. Information – Learning - Doing www.AgilityINsights.com Downloads l Blog www.XING.com Forum www.Linkedin.com Forum Fit for your future? •Attend one of our public speaking events or workshops to learn more •Invite us to deliver a short workshop or talk for your organization to see how it works •To talk about your needs to build your organization’s capabilities, simply contact us Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 58
  • 59. Leadership Day   For leaders and staff of support functions http://www.agilityinsights.com/en/the-book/BookSeminar Master Class / Certification   Advisors & Coaches http://www.agilityinsights.com/en/mentoring/Certific ation-Workshop Community Xing Forum Sphere Advisors AG AgilityINSights LinkedIN Group Untermüli 7 PO Box 4440 CH-6304 Zug (ZG) Switzerland Tel: +41 44 683 15 95 Fax +41 44 683 15 96 contact@agilityinsights.com Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 59
  • 60. Thank you! Lukas Michel  www.AgilityINsights.com  michel@AgilityINsights.com Copyright © 2002 – 2014 | AgilityINsights | All rights reserved | www.AgilityINsights.com 60