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Management: when knowledge leads - Webinar Download
 

Management: when knowledge leads - Webinar Download

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The presentation for our monthly free webinar (sing-up through http://www.agilityinsights.com/en/insights/Events-Overview ) on leadership in turbulent times. When knowledge is the scarce resource, ...

The presentation for our monthly free webinar (sing-up through http://www.agilityinsights.com/en/insights/Events-Overview ) on leadership in turbulent times. When knowledge is the scarce resource, then organizations require a different design. This is what we will talk about in the webinar on the new book THE PERFORMANCE TRIANGLE. Join us there…

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    Management: when knowledge leads - Webinar Download Management: when knowledge leads - Webinar Download Document Transcript

    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 1
    • Mittwoch, 11. Dezember 2013 Lukas Michel Founder & Owner AgilityINsights l :: Fit for your future :: Sphere Advisors AG, Untermüli 7, PB 4440, CH-6304, Zug l Switzerland T: +41 44 683 15 95 l Mobile: +41 79 438 75 20 l Fax: +41 44 683 15 96 l Skype: lukas.michel M: michel@AgilityINsights.com l W: http://www.agilityinsights.com Guido Bosbach bosbach.mobi l Unternehmensentwicklung & -gestaltung Alkersheimer Weg 4 l D-53343 Wachtberg l Germany T: +49 228 70 76 279 l Mobile: +49 160 90 66 43 06 l Fax: +49 228 70 76 444 l Skype: guido.bosbach M: gb@bosbach.mobi | W: http://www.bosbach.mobi Copyright © 2002 – 2013 Sphere Advisors AG | All rights reserved | www.AgilityInsights.com 2
    • Mittwoch, 11. Dezember 2013 The Book: L. Michel, «The Performance Triangle: Diagnostic Mentoring to Manage Organizations and People for Superior Performance in Turbulent Times», LID Publishing, London, 2013. THE PERFORMANCE TRIANGLE on the book list of the Global Drucker Forum 2013: http://www.manz.at/service/kunden/praxisliteratur/drucker/d.html Tool: The AgilityINsights Diagnostic™ serves the diagnosis and the management design in 6 options for teams to large enterprises with an increasing level of details and number of modules. Concept: The Performance Triangle© serves as the thought and action model for organizational room to move, agility, resilience, and speed in corporate management. Process: Diagnostic Mentoring™ is the guided approach for leadership teams to establish room to move. Lukas Michel: Is MD and founder of AgilityINsights, a division of Sphere Advisors AG. He is 100% owner of Sphere. As a highly specialized advisory, he supports leadership team worldwide through Diagnostic Mentoring™. The AgilityINsights Diagnostic™, Diagnostic Mentoring™ und The Performance Triangle© are owned by Sphere Advisors AG, Zug, Switzerland www.AgilityINsights.com Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 3
    • Mittwoch, 11. Dezember 2013 Purpose of this presentation: Participants… …recognize the need for change in management …are able to explain room to move and to put it in context …are sensitive to the design of their management and critical decisions …are able to explain the results of their diagnostic to others The presentation provides insights into the need for… …a paradigm shift in management …a coherent constellation of principles rather than individual quick fixes …the separation of principles from reality in organizations …the difference of drivers and results …the historical development of management …the joy, passion, and conviction for a new type of management …a new, creative economy Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 4
    • Mittwoch, 11. Dezember 2013 Imagine – in your current job, you have gone to sleep 30 years ago and now wake up. What has changed? Modern corporate leadership needs:  Speed  Agility  Resilience  Room to move, and  Superior decision making 5 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 6
    • Mittwoch, 11. Dezember 2013 People  80% of jobs require knowledge, creativity, idea, and insights  Only 65% of the potential is being used in [most] organizations  Every Motivation is Demotivation Our assumptions about people determine how we lead! Challenges  Higher dynamics are the norm. Command does not work anymore  Uncertainties challenge strategies. Need for trusted interactions  Complexity increases with growth. Need awareness rather than control Organizations need to be agile and fast! Organization  Most organizations are built for the industrial age  Interferences limit the potential by 30%  Unknowingly, unwillingly, interferences creep up over time Organizations need a design for the knowledge age! There is a need for a new set of capabilities: speed, agility, resilience, room to move, freedom to decide, … Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 7
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 8
    • Mittwoch, 11. Dezember 2013 Change has changed. Where as management as an art and science has little changes in the past 100 years since its invention. THE PERFORMANCE TRIANGLE provides a solution as Diagnostic Mentoring rather than recipes, tips, and best practices. «Management is the least efficient activity in your organization.» Gary Hamel «The effectiveness of organizations could be doubled if managers discovered how to tap into the unrealized potential present in their workforce.» Douglas Mc Gregor «94% of the problems in business are system-driven and only 6% are people-driven.» W. Edward-Deming Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 9
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 10
    • Mittwoch, 11. Dezember 2013 «Management is the art of getting things done». - Eccles und Nohira (1992) Management was invented between 1900 and 1920 with the industrialization. With the exception of the last 10 years, nothing fundamentally changed. New concepts and literature: Fixing the Game (Roger Martin) l What Matters Now (Gary Hamel) l Reorganize for Resilience (Ranjay Gulati) l The Power of Pull (John Hagel, John Seely Brown, Lang Davison) l The Innovator’s Prescription (Clayton Christensen et al) l The Leader’s Guide To Radical Management (Stephen Denning) l The Leader’s Dilemma (Jeremy Hope, et al) l Conscious Capitalism (John Mackey and Raj Sikodia) l Peak (Chip Conley) l The Lean Startup (Eric Ries) l The Ultimate Question 2.0 (Fred Reichheld et al) l Leadership in a Wiki World (Rod Collins) l The Elastic Enterprise (Nicholas Vitalari and Haydn Shaughnessy, 2012) l The End of Competitive Advantage (Rita McGrath, 2013) l Flat Army (Dan Pontefract, 2013) The Connected Organization (Dave Gray, 2013) l Enterprise Software Delivery (Alan Brown, 2013) l Reinventing Giants (Bill Fischer, 2013) et al. l … Superior management ensures that good decision-making practices permeate the entire organization. Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 11
    • Mittwoch, 11. Dezember 2013 «Management is the art of getting things done». - Eccles und Nohira (1992) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 12
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 13
    • Mittwoch, 11. Dezember 2013 Rezepte gibt es viele. Gute Beispiel wenige. Rezepte können nicht umgesetzt werden. Das ist der Grund, weshalb THE PERORMANCE TRIANGLE kein Rezept sondern eine Vorgehensweise bietet: Diagnostisches Mentoring! Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 14
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 15
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 16
    • Mittwoch, 11. Dezember 2013 The Performance Triangle describes the room to move and decision making freedom in organizations. As a system, it describes the part of the world, that serves our purpose with a specific functionality. As a model, it describes the image and imagination of the things that we know or don’t know about it. The concept helps us to focus on those aspects that are relevant to us. Agility, resilience, and speed describe the elements that lead to Room to Move in organizations as means to better cope with the challenges of turbulent times (The outer game). Room to move is the ability of organizations and its constituents to think, understand, perform, behave, act, and decide in ways that shapes the future. (My free interpretation) Agility is the capacity to consistently change without ongoing change. It describes the efficiency by which we act on external change or proactively anticipate it. Agile organization sense early signals, are able to interpret this information, and act accordingly. (My free interpretation) Resilience is the tolerance and ability of an organization to systematically deal with change. This means to balance external and internal interferences or to withstand them in order to maintain the integrity of the overall system. (My free interpretation) Speed is the ability of an organization to think, understand, perform, behave, act, and decide fast and without delay. Performance = Potential – Interferences. Gallwey, “The Inner Game of Work” (2000) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 17
    • Mittwoch, 11. Dezember 2013 «Creating an environment where people focus on purposeful, value adding tasks, and share what they know unlocks creativity and accelerates growth.» Nold (2011) «Most [Tools] have been conceived and born in the command-and-control model. Many have lost their effectiveness, and some are falling by the wayside.» Hope & Player (2012) «It is obvious that organizations in a dynamic environment place more value on initiative, freedom to act, innovation, and risk taking as compared to organizations in a stable environment with control, plan, incentives, and the allocation of resources.» Kilmann (1985) «Changes in the external environment have consequences for the internal setup of an organization.» Katz & Kahn (1987) «It becomes obvious, that decision making needs design. Martin.» (2005) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 18
    • Mittwoch, 11. Dezember 2013 «To unleash this potential, managers must overcome organizational blocks. Management control systems play an important role in this process.» Simons (1995) «… control-and-command techniques no longer suffice in competitive environments, where creativity and employee initiative are critical to business success.» Simons (1995) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 19
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 20
    • Mittwoch, 11. Dezember 2013 AgilityINsights Diagnostic™: • Organizational diagnostic • Online questionnaire as self-assessment • Various result reports • Toold for Diagnostic Mentoring™ • Documentation for the Management Team Workshop • Tools for the Expert Briefing The results of the assessment are always first presented to the CEO or executive that mandates the assignment during the Client Presentation. Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 21
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 22
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 23
    • Mittwoch, 11. Dezember 2013 Diagnostic Mentoring™ is the process of leadership team, guided by an experienced mentor, in four steps from diagnosis to higher levels of room to move. «‘Double Loop Learning’ is the ideal frame for this discussion». Agyris (1999) «The changes on how we start thinking about leadership have a huge influence on the art of leadership, planning, and performance». Hope & Player (2012) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 24
    • Mittwoch, 11. Dezember 2013 AgilityINsights Diagnostic™ 6 Suites • Participants include the leadership team, leaders, and key employees for the Management Diagnostic • All kind of employees for the Employee Diagnostic • The AID Suites differ with respect to their depth of the review, the number of modules (Tools), the number of participants and the nature of the Diagnostic Mentoring • Diagnostic Mentoring includes the diagnostic with the AID, the client presentation, the executive workshop, and the expert briefing • The AgilityINsights Diagnostic™ is only available through certified Diagnostic Mentors™. Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 25
    • Mittwoch, 11. Dezember 2013 Diagnostic Mentoring™ works with the results of the diagnostic and a variety of tools (the toolbox for mentoring). These tools support the Performance Triangle with challenges, room to move, agility, resilience and speed. Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 26
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 27
    • Mittwoch, 11. Dezember 2013 «All descriptive concepts, once they are used to organize reality and guide behavior become normative. As checklists or rules, they reinforce the central tendency with mediocrity as a result.» Agyris (1973) «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., A Business and its Beliefs (1963) Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 28
    • Mittwoch, 11. Dezember 2013 Theory Y: «Knowledgeable people are responsible and want to contribute. As such, leaders can build on self-determination, self-control, self-initiative, and responsibility rather than control and command as their means to get things done.» McGregor (2006) «The Inner Game provides the alternative technique for people to cope with higher challenges. Awareness, choice, and trust help people to focus their attention on what counts.» Gallwey (2000) Csikszentmihalyi (1990) defines flow as the state of peak performance and creativity. «Every theory of management makes assumptions about human behaviors. The accepted view of human behavior in organizations has changed dramatically over this century.» Simons (1995) «In complex situations, people will need judgment skills to follow procedures effectively and go beyond them.» Klein (2009) «Our attention has a short time-span. It takes passion to keep it awake.» Claude Adrien Helvétius, 1715-1771 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 29
    • Mittwoch, 11. Dezember 2013 What do these results mean? Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 30
    • Mittwoch, 11. Dezember 2013 What do these results mean? Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 31
    • Mittwoch, 11. Dezember 2013 What do these results mean? Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 32
    • Mittwoch, 11. Dezember 2013 Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 33
    • Mittwoch, 11. Dezember 2013 Michel, L. «The Performance Triangle: Diagnostic Mentoring to Manage Organizations and People for Superior Performance in Turbulent Times», LID Publishing, London, July 2013. Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 34
    • Mittwoch, 11. Dezember 2013 AgilityINsights l :: Fit for your future :: Sphere Advisors AG, Untermüli 7, PB 4440, CH-6304, Zug l Switzerland T: +41 44 683 15 95 l Mobile: +41 79 438 75 20 l Fax: +41 44 683 15 96 l Skype: lukas.michel M: michel@AgilityINsights.com l W: http://www.agilityinsights.com Facebook: http://www.facebook.com/Agility-Insights Google+: https://plus.google.com/107067709734331549298#communities/104338219424474718592 Slideshare: http://www.slideshare.net/lukasmichel Twitter: https://twitter.com/agilityinsights Copyright © 2002 – 2014 AgilityINSights | All rights reserved | www.AgilityINSights.com 35
    • Mittwoch, 11. Dezember 2013 Guido Bosbach bosbach.mobi Unternehmensentwicklung & -gestaltung inergetic – das richtungsweisende Entwicklungskonzept für Unternehmen die mehr Erfolg haben (wollen). Eine Übersicht finden Sie hier. http://www.bosbach.mobi/inergetic_uebersicht.pdf Mein Newsletter! (Un-)Regelmäßig hilfreiches, interessantes und wissenswertes zu aktuellen Themen rund um Leadership, Innovation, neue ArbeitsWelten…. Hier geht’s zur Anmeldung: http://www.bosbach.mobi/Newsletter.html Festnetz / Fixed Line: +49 228 70 76 279 Mobile / SMS: +49 160 90 66 43 06 Fax: +49 228 70 76 444 mailto:gb@bosbach.mobi | http://www.bosbach.mobi Skype: guido.bosbach Facebook: http://www.facebook.com/bosbach.mobi bosbach.mobi Alkersheimer Weg 4 D-53343 Wachtberg Copyright © 2002 – 2013 Sphere Advisors AG | All rights reserved | www.AgilityInsights.com 36
    • Mittwoch, 11. Dezember 2013 Lukas Michel Founder & Owner AgilityINsights l :: Fit for your future :: Sphere Advisors AG, Untermüli 7, PB 4440, CH-6304, Zug l Switzerland T: +41 44 683 15 95 l Mobile: +41 79 438 75 20 l Fax: +41 44 683 15 96 l Skype: lukas.michel M: michel@AgilityINsights.com l W: http://www.agilityinsights.com Guido Bosbach bosbach.mobi l Unternehmensentwicklung & -gestaltung Alkersheimer Weg 4 l D-53343 Wachtberg T: +49 228 70 76 279 l Mobile: +49 160 90 66 43 06 l Fax: +49 228 70 76 444 l Skype: guido.bosbach M: gb@bosbach.mobi | W: http://www.bosbach.mobi Copyright © 2002 – 2013 Sphere Advisors AG | All rights reserved | www.AgilityInsights.com 37