Dynamic-Robust Problem Solving (BetaCodex07)
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Dynamic-Robust Problem Solving (BetaCodex07)

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Thinking Tools for Outperformance.

Thinking Tools for Outperformance.
Guest contribution paper for the BetaCodex Network, authored by Dr. Gerhard Wohland, systems theorist from Germany.

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Dynamic-Robust Problem Solving (BetaCodex07) Dynamic-Robust Problem Solving (BetaCodex07) Presentation Transcript

  • Make it real!DYNAMIC-ROBUSTPROBLEM-SOLVINGThinking Tools for OutperformanceA guest contribution white paper for the BetaCodex NetworkCourtesy of Dr. Gerhard WohlandBetaCodex Network White Paper, Aug 2008
  • The Author:Dr. Gerhard Wohland,gerhard.wohland@comperdi.de•  PhD in physics•  1946, Germany•  Director of the Institute for Dynamic-Robust Outperformance (IdH), GermanySome clients: Deutsche Telekom AG,DaimlerChrysler AG Stuttgart. VW AG Wolfsburg,Schwan-STABILO Nürnberg, Gerling Köln,debis Systemhaus Stuttgart, Bosch Stuttgart Page 2
  • Fundamental concepts for understanding of market dynamicsand how organizations can deal with them 1.  The “Taylor tub” - about the historic course of market dynamics 2.  Duality - the distinction between “red” and “blue” 3.  Centre and periphery under dynamic pressure 4.  Innovation and problem-solving in dynamic markets Page 3
  • The historical course of market dynamics high dynamics sluggishness high dynamicsdynamic Crafts manufacturing Tayloristic industry Global marketsman Outperformers Market pressure Conventional companiesmachine formal 1900 1980 2008 tThe domination of high dynamic is neither good or bad. It‘s a historical fact. Page 4
  • How to distinguish between “red” and “blue”. Page 5
  • Duality – the distinction between “red“ and “blue“ The Integration Blue behind Red the Distinction complicate complex formal ”World“ dynamic dead alive Administration Management Leadership Knowledge Competence Ability (skill) to learn Qualification to practice Behavior Culture Values Data Communication Information ..... .... ....Distinctions are needed, if you want to think and describe dynamic relations. Page 6
  • Centre and periphery under dynamic pressure Dull market Dynamic market Peri- Peri- phery phery Peri- Peri- phery phery Centre CentreStimulus Peri- Stimulus Peri- Peri- phery phery phery Response ResponseIn dynamic markets, the centre loses its knowledge superiority, and steering collapses. Page 7
  • Things to remember about innovation:Innovation applies to: •  “Products” (meaning: new value creation) •  Organisation (we’ll see more about that) •  Thinking (e.g.: “red” and “blue”)Innovation is: •  “The last link in a long chain of defeats.” •  ”Red”. Therefore, the question isn’t How? to do it, but Who? can do it. •  A task that can not be delegated by the centre. •  Depending on having a “Resistant Nest” for talent. Page 8
  • Problem-solving in low and high-dynamic markets Low dynamic (steering and control) High dynamic (leadership) Peri- Peri- Peri- phery Peri- phery phery phery Knowledge Competence Competence Problem Centre Centre Problem Problem Solution Divides problems Finds solutions Order to periphery Peri- Peri- phery phery Peri- Peri- phery pheryThe centre solves problems The centre divides the problems,and gives out orders – passes them to the periphery and re-the periphery executes upon them. combines their results into a solution Page 9
  • Some “Thinking tools” for outperformersthat we outline in this paper 1.  Symmetrization 2.  Dual Process Development 3.  Culture Observation 4.  Strategy versus Plan 5.  Economic Outsourcing Page 10
  • Symmetric coupling of centre and periphery Asymmetrical Symmetrical Central service Central serviceCentre Innovation Innovation Leadership Day-to-day business service Control service service “right to demand” Day-to-day business value creation value creation Self-controlPeriphery customer customerThe reintegration of day-to-day business responsibilty into the peripheryturns the interface symmetric, and innovation becomes possible. Page 11
  • The duality of processes Low dynamics High dynamics Problem-solving technology: People with ideas 1 2 3 4 5 Problem-solving technology: ”Process“-description Low-dyamic High-dynamic problem problemHigh-dynamic problems call for an increase in the red part of the solving process. Page 12
  • The similarity in the complex portion of all problems complicated Project Management Management IT Qualifi- e nowledg Couple cation d/ /K Neutra l Mastery complex Value n creati ptim izatio ng / Para n/O sitic Red uctio SalesCosts Knowledge Organization Management Page 13
  • The duality of culture Behaviour-based culture Value-based culture (tayloristic-dull/slow) (post-tayloristic/dynamic) Behaviour (doing) Values (thinking)Consisting of: What you can see What‘s behind and change by decision. and cannot be changed by decision.Governed Control (trivial) Leadership (complex)through: Extrinsic motivation to behavior Intrinsic motivation to thinking Only the blue part of culture can be changed. The red part of it can only be observed! Page 14
  • “Strategy”, or “planning”? Out of bounds! Out of bounds! 5 Future 4 Status (Target) 2 1 6 Current Status “Strategic space“ 3 In conformity with strategyIf you know the way, then you can make a plan.If you don‘t know the way, then you need strategy. Page 15
  • Outsourcing: Harmony and conflict between“core“ competence and “shell“ competence supplier market (external reference) existing missing 1 3 Buy core Buy shell (“Santa Clause“ Business we buy it! (outsourcing) interface) intention (internal reference) 4 2 we make it Make shell ourselves! Make core (waste/muda)The outsourcing decision is determined exclusively by the supplier market,not internally. Innovation is limited to core competence. Page 16
  • Make it real!www.betacodex.org Silke Hermann Niels Pflaeging Lars Vollmer silke.hermann@ niels@betacodex.org vollmer@v-und-s.de insights-group.de nielspflaeging.com www.lars-vollmer.com Wiesbaden–Berlin-New York New York-Wiesbaden Hannover/StuttgartGet in touch with BetaCodexNetwork associates of yourchoice for more informationabout BetaCodex thinking, aboutleading transformation andprofound change. Ask us for a Walter Larralde Valérya Carvalho Chris Catto wlarralde@ valeria@betacodex.org christopher.catto@keynote, a conversation, or a on-strategy.com Betaleadership.com putneybreeze.com.auworkshop proposal. Mexico City São Paulo Melbourne