Morning star seminar bso

645 views
531 views

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
645
On SlideShare
0
From Embeds
0
Number of Embeds
4
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Morning star seminar bso

  1. 1. BSOA short historymartijn@upstream.nl, @martijnkriens
  2. 2. Martijn Kriens•  Director Health-Lab & Amsterdam Living Lab•  Board member IIP-SaaS•  Univ. of Applied science Amsterdam•  Founder Medical Data Recorder•  Partner iCrowds, Upstream•  MSc Business Science•  Director BSO/Quality Innovation•  Twitter: martijnkriens•  Skype: martijn.kriens•  Mail: martijn.kriens@icrowds.net•  Tel: +31 6 43088338•  Blog: www.iCrowds.net
  3. 3. Topics•  Short description BSO•  Differences from Self management•  Main lessons•  The demise, lessons learned
  4. 4. Eckart Wintzen
  5. 5. History•  Start in 1975 with a management buyout –  25 people•  In 1990 2500 people –  in 50 Ltd. companies•  1991 acquired outsourced Philips IT –  4000 people•  In 1996 sold to Philips –  6000 people
  6. 6. Mission Helping  medium  and  large   organiza0ons  with  the  introduc0on  of   new  technologies     (secondment)  
  7. 7. Cell philosophy
  8. 8. Cell philosophy
  9. 9. Effects•  Shared Genes –  Unwritten procedures •  “this is how it is done” –  Shared culture (almost the same DNA)•  Mutual dependency, human sized –  Dunbar number: 50, the band•  Many entrepreneurial roles
  10. 10. Each cell a profit centre•  Freedom in: –  Approach to the market –  Selection of colleagues•  No separate HR, IT (self supporting)•  No check on contracts ex ante•  Cooperation with other cells
  11. 11. Focus•  No Freedom in: –  Where to sell –  Housing, Logo’s, house style, Office decoration –  Financial system –  Press relations
  12. 12. Difference from Self ManagementAt first sight… Director Technical manager Commercial manager Office manager Employees
  13. 13. Director as Coach
  14. 14. Strong culture•  Freedom ánd accountability•  Being different being proud•  Quality
  15. 15. Transparancy“in Walkabout Creek, when you have aproblem, you tell Wally. Wally tells everyone.Problem solved..”
  16. 16. Transparancy•  Peer audits –  Semi yearly audits by colleague directors –  Audits with understanding•  Monthly reports visible for all –  Easier to help –  Finding best practices
  17. 17. Selection of colleagues•  4 hours off / 4 hours awake•  Danger of storms, hurricanes, icebergs•  Risk of getting killed•  Pay: -100.000
  18. 18. Selection of colleaguesHiring now
  19. 19. Selection of colleagues•  Interviews with at least 6 future colleagues•  When one person hestitates: NO•  Everything within the cell•  Strong buy in from both sides•  For key roles internal candidates
  20. 20. Limits of modelLarge customers, national accountmanagement
  21. 21. National cultureNot everybody is Dutch
  22. 22. International differences
  23. 23. Demise: lessonsThe importance of the top Trust yourself and not the loony they call President Tom Peters
  24. 24. Less coach, more boss•  Eckart Wintzen until 1996•  Henk Cohen (until 1998) –  The quarrel Boonstra•  Tom Butler & Geoffrey Carroll (until 2000) –  Tom & Jerry, EDS, Rationalisation –  Goodbye to cell structure: chaos•  In 2000 sold to ATOS (French…)
  25. 25. DaisyworldThe importance of redundancy
  26. 26. Summary•  Human size•  Independence & Trust•  Strong mutual goals and morals•  Freedom & Accountability
  27. 27. Be yourself and by doing that bedifferent than others Eckart Wintzen 1939-2008

×