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Management Innovation - Lecture

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  • what are the new challenges the future has in store for your company? What are the emerging discontinuities that will stretch management processes and practices to the breaking point? What‘s the „tomorrow problem“ that you need to start working on right now?

    what are the tough balancing acts your company never seems to get right? Is there a critical trade-offs where one side always seems to prevail at the expense of the other? What‘s frustrating „either/or“ you‘d like to turn into an „and“?

    what are the biggest gaps between rhetoric and reality in your company? What are the values it has the hardest time living up to, or finds most difficult to institutionalize? What‘s the espoused ideal you‘d like to turn into an embedded capability?

    what are you indignant about? What are the frustrating incompetencies that plague your company and the other organizations like it? What‘s the „can‘t do“ that needs to become a „can do“?








  • Serendipity = Glück, Zufall

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  • Transcript

    • 1. I’M THE TROUBLESTARTER - FUCKING INSTIGATOR - Prodigy
    • 2. Alexander van Riesen
    • 3. Perspectives on leadership and organizations ... it’s time for © Luc Viatour GFDL/CC
    • 4. Perspectives on leadership and organizations ... it’s time for © Luc Viatour GFDL/CC
    • 5. Perspectives on leadership and organizations ... it’s time for MANAGEMENT INNOVATION © Luc Viatour GFDL/CC
    • 6. QUESTION: WHY DO WE NEED A NEW MANAGEMENT MODEL OR MANAGEMENT INNOVATION ?!?! Work in pairs or small groups
    • 7. We think
    • 8. My message today • The society, companies and the world of organizations will go through some radical changes the next 10 - 15 years. • There are now more than ever a time to question current management thinking and actively explore a more relevant practice and theory. • A new management thinking or thinking of management can be at least as important as to developt a new market thinking.
    • 9. WARNING! This lecture is partly based on personal beliefs and experiences more than academic and scientific verified knowledge.
    • 10. Some recent thinkers
    • 11. 21% - 38% Measure the extent of employee engagement around the world, the company polled more than 90,000 workers in 18 countries.
    • 12. 21% - 38% TRULY ENGAGED Measure the extent of employee engagement around the world, the company polled more than 90,000 workers in 18 countries.
    • 13. 21% - 38% TRULY ENGAGED ENTIRELY DISENGAGED Measure the extent of employee engagement around the world, the company polled more than 90,000 workers in 18 countries.
    • 14. QUESTION: Why do you believe the language of beauty, love, justice and service is so notably absent in the corporate realm? And what would you do to remedy that fact??!?! Work in pairs or small groups
    • 15. Change pressure Questioning of Perspective on todays methods change and and practices innovation Management Innovation If I where a Two student today What is A small examples management exercise innovation
    • 16. Change Pressure Three strong forces that affects organizations now and will increase over the next 10 years: • Adaption of Resources • Digitalization • Humanification
    • 17. Questioning of todays methods and practices • Change pressure? • Can you handle the business challenges with logical thinking? • The dilemma with hierarchy? • Incompetent leaders? • Where does the entrepreneurship grows? • Is the reality in coherence with the methods being taught? • Can a “MBA” become a burden more that an asset...?
    • 18. Most important question! Has the management ideology what has been following us the last 100 years - the capability to free and fully harness the human potential in an organization?
    • 19. Pressure on (BIG) hierarchies • More and more energy is put to hold together the hierarchal system. Is it worth it? • More open and network based systems show more adaptability and creativity. • Anonymous owners and white collar worker monitoring in large corporations has created negative foot prints in the economy.
    • 20. A world with both! Conscious choices in Conscious choices of business models management models • sources or revenue • define goals/ objectives • cost structure • creating motivation • what to make / buy • coordinating activities • how to make a profit • Allocating resources Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009
    • 21. Perspective on change and innovation • Most important today: control or renewal? • Best: Large or small? • Relevance: What is the key point with our business?
    • 22. Rule #5 Change is a math formula: Change happens when the cost of the status quo exceeds the risks of change.
    • 23. How to renew?
    • 24. The relevance in leadership for success and failure? from thisisindexed.com
    • 25. The relevance in leadership for success and failure? from thisisindexed.com
    • 26. What is management innovation? • A terminology, framework and knowledge field in its making. • Driven among others by Gary Hamel and Julian Berkinshaw at London Business School
    • 27. Management innovation
    • 28. MI needs to be reviewed in its context! • Same thinking for over 100 years. • Strong external pressure on change on Companies and Organizations • Previous frames and limitations are becoming a burden and increasingly dangerous. • Is todays Management Principles mankind's best and most splendid solution - or... is there something better?
    • 29. „Management innovation is anything that substantially alters the way in which the work of management is carried out, or significantly modifies customary organizational forms, and, by doing so, advances organizational goals.“ Gary Hamel
    • 30. The Innovation Map: 4 prototypal innovation types Internal Operational Management Innovation Innovation Continuous Discontinuous Product & Service Strategic Innovation Innovation from Gary Hamel ”The Future of Management”, 2007 External
    • 31. From Management Innovation to Competitive Advantage 3 conditions, the innovation is…  a novel management principle, challenging some long-standing orthodoxy  systemic, encompassing a range of processes and methods  part of an ongoing program of rapid invention where progress compounds over time from Gary Hamel ”The Future of Management”, 2007
    • 32. An Agenda for Management Innovation 1. what are the new challenges the future has in store for your company? 2. what are the tough balancing acts your company never seems to get right? 3. what are the biggest gaps between rhetoric and reality in your company? 4. what are the frustrating incompetencies that plague your company? from Gary Hamel ”The Future of Management”, 2007
    • 33. Making Innovation Everyone‘s Job Barriers  Creative Apartheid  Old Mental Models  No Slack from Gary Hamel ”The Future of Management”, 2007
    • 34. Creating a Company Where Everyone Gives Their Best Barriers  Too much management, too little freedom  Too much hierarchy, too little community  Too much exhortation, too little purpose from Gary Hamel ”The Future of Management”, 2007
    • 35. Framework for dimensions in management Today In 5 years Reach the Ends Goals Direct Indirect Create Motivation External Internal Horizontal Coordination Means Bureaucracy Evolving Vertical Coordination Hierarchy Collective Wisdom Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009
    • 36. Two exampels • Google • W.L. Gore
    • 37. Building an Innovation Democracy the W.L. Gore way • Energizing and demanding • A lattice, not a hierachy • Big yet personal • No bosses, but plenty of • Focused, but no core leaders business • Sponsors instead of • Tenacious, and risk bosses averse • Free to experiment • Commitments, not assignments from Gary Hamel ”The Future of Management”, 2007
    • 38. Building an Innovation Democracy Lessons learned • Management innovation often redistributes power. • In the short run, the costs of management innovation may be more visible than the benefits • Don‘t be timid from Gary Hamel ”The Future of Management”, 2007
    • 39. Aiming for an Evolutionary Advantage the Google way • small, self-managing teams • a formula for innovation. • the freedom to follow 70-20-10 your nose • a company that feels like • rapid, low-cost grad school experimentation • the chance to change the • differential rewards world • a continuous companywide • a bozo-free zone conversation • dramatically flat, radically • an expansive business decentralized definition from Gary Hamel ”The Future of Management”, 2007
    • 40. Aiming for an Evolutionary Advantage Lessons learned • The internet itself may be the best metaphor for 21st-century management. • Experienced mangers may not make the best management innovators. • Management innovations that humanize work are irresistible. from Gary Hamel ”The Future of Management”, 2007
    • 41. New Principles Variety Activism – Experimentation beats planning – Leaders are accountable to the – All mutations are mistakes governed – Darwian selection doesn‘t need SVPs – Everyone has a right to dissent – The broader the gene pool, the – Leadership is distributed better Meaning Flexibility – The mission matters – Markets are more dynamic than – People change for what they care hierarchies about – Build a market and the innovators Serendipity will come – Diversity begets creativity – Operational efficiency ≠ strategic – You can organize for serendipity efficiency – Pigeonholes are for pigeons, not for people from Gary Hamel ”The Future of Management”, 2007
    • 42. A small exercise: What do you think? What do you want? • Talk 2 and 2 for couple of minutes. • Is the thoughts around management innovation motivated and what we wish for? • Do you see yourself as potential management-innovators?
    • 43. If I where student today... • Look very critical on what is offered in the academic sector • To learn more, much more than is expected/demanded • Shadowbooks in my library • Make sure I’d have active contacts and monitoring of the most progressive companies and organizations. In the world! • Work in parallel with my studies • Foster my creativity and curiosity • Make my self to a change agent, entrepreneur and leader.
    • 44. I claim • That you will in your work life easier handle and assess a new business idea than a new management idea, and even more in managing both at the same time. • A MBA can be a burden as well as an asset. • So hard are we fostered and marked by the prevailing management model that is in place.
    • 45. from thisisindexed.com
    • 46. Rule #52 Beware. There are teachers everywhere.
    • 47. Summary • The society, companies and the world of organizations will go through some radical changes the next 10 - 15 years. • How we are running businesses and organizations will be more important long-term for success than what we do. • To break free from a 100 year old management doctrine is a very fundamental part in creating a sustainable society. • Don’t place your destiny in the wrong hands. Make conscious choices in your life and career.
    • 48. Credits • Gary Hamel • Julian Birkinshaw • Marc Sniukas • Jonas Kjellstrand
    • 49. alexander@vanriesen.com www.vanriesen.com www.twitter.com/vanriesen It is amazing what you can accomplish if you do not care who gets the credit. Harry S. Truman
    • 50. Thanks for your time!
    • 51. Management innovation

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