Organize for Complexity - Keynote by Niels Pflaeging at HR Congres (Malaga/ES)

1. 1 Marbella/Malaga, 04.06.2015 HRCongres @NielsPflaeging How structure, power, performance paradigms and HR practices will change in times of high dynamics

3. 3 Culture

7. 7 Formal part of value creation Solution: Machine Dynamic part of value creation Solution: Man

8. 8 high dynamics Local markets, high customization

9. 9 Sluggish/dull, low dynamics high dynamics Spacious markets, little competition Local markets, high customization

10. 10 Sluggish/dull, low dynamics high dynamics high dynamics Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization

11. 11 Formal part of value creation Solution: Machine Dynamic part of value creation Solution: Man Sluggish/dull, low dynamics high dynamics high dynamics Age of Crafts Manu- facturing Industrial Age/ Age of Tayloristic Industry Age of Global Markets 1850/1900 Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization 1970/80 today

12. 12 Periphery Market Center

13. 13 1 Impulse 4 Command 3 Decision 2 Information 5 Reaction Center Market Periphery Client Is in charge!

14. 14 1 Impulse 2 Decision 3 Reaction Center Market Periphery Client Serves the periphery, if needed Is in charge!

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20. 20 Theory X Theory Y People need to work and want to take an interest in it. Under right conditions, they enjoy it People dislike work, find it boring, and will avoid it if they can Attitude Direction Responsibility Creativity Motivation People will direct themselves towards a target that they accept People will seek and accept responsibility, under the right conditions Under the right conditions, people are motivated by the desire to realize their own potential Creativity and ingenuity are widely distributed and grossly underused People must be forced or bribed to make the right effort People would rather be directed than accept responsibility, (which they avoid) People are motivated mainly by money and fears about their job security Most people have little creativity - except when it comes to getting round rules

21. 21 Behaviors Context Human Nature

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23. 23 ”Meritocracy“ Budgeting Planning Control of work hours Job Descriptions Competencies Management Incentives Individual targets Performance Appraisal/360° Salary Ranges Training budgets Personnel Development Org charts Target negotiation Holiday applications ”Personnel Expenses“ Suggestion boxes Assessment Centers Knowledge Management Pay for Performance Paid extra hours Bonuses Sales Quotas Dress codes Job titles HR Allocations Cost Management Plan-Actuals variances Forecasting MbO Development Centers Bosses hire Strategic Planning Travel policies Jours fixes Earnings Guidance Matrix Structures Key Accounting, Business Areas Business Partners SWOT Analysis …

24. 24 3. Fase „beta“ o “fase de integración“ 2. Fase „alpha“ o “fase de diferenciación“ Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase “

25. 25 3. Fase „beta“ o “fase de integración“ Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“

26. 26 Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“ 3. Beta phase or “Integration phase“

27. 27 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“ Type 2 transformation “Deepening“ Type 1 transformation: “Bureaucratization“ Type 3 transformation: “Beta Transformation“ 3. Beta phase or “Integration phase“ Young organization Older organization

28. 28 Indústry Retail Servicies Government/ NGOs It is possible.

29. 29 •  Fixed, individual targets •  Management by Objectives •  Budgets and Plans •  Performance Appraisal •  Hierarchical Pressure •  Pay by Position or Performance •  Incentives and Bonuses •  … •  Transparency & Improvement •  Comparisons between peers •  Comparisons with previous periods •  Dialog and Dissent •  Social and group pressure •  Pay by market value •  Results Sharing •  …

30. 30 Law Beta Alpha §§1 Freedom to act Connectedness not Dependency §2 Responsibility Cells not Departments §3 Governance Leadership not Management §4 Performance climate Result culture not Duty fulfillment §5 Success Fit not Maximization §6 Transparency Intelligence flow not Power accumulation §7 Orientation Relative Targets not Top-down prescription §8 Recognition Sharing not Incentives §9 Mental presence Preparedness not Planning §10 Decision-making Consequence not Bureaucracy §11 Resource usage Purpose-driven not Status-oriented §12 Coordination Market dynamics not Commands

31. 31 Formal Structure

32. 32 Informal Structure

33. 33 Value Creation Structure

34. 34 Compliance, Power Social Work/Value Creation Formal Structure Informal Structure Value Creation Structure

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37. 37 @NielsPflaeging nielspflaeging.com organizeforcomplexity.com betacodex.org slideshare.net/npflaeging How structure, power, performance paradigms and HR practices will change in times of high dynamics