Managing in the 21st Century

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  • Malso
  • Organizations are made up of collections of management units, i.e., a group or groups of people overseen by a manager. In most businesses, this will be a department, work group, or other similar business unit. As with any organization chart, the cell can also contain underlying cells, such as a division made up of underlying departments or a department made up of underlying teams. Cells have their own rules of engagement, focused on how to accomplish their work. The information that the cell uses to manage itself contains both hard data, such as key performance indicators (KPIs) and other numerical data; and soft data, such as opinions, perspectives, and similar human knowledge about the business and the work at hand.
  • Cockpit
  • Original AMI pitch – low cost minimally intrusivearchitectura
  • Managing in the 21st Century

    1. 1. Managing in the st 21 Century A Perfect Fit For True Business Management
    2. 2. Maslow’s Triangle… Corporate Goals & Objectives CSFs • Agility • Speed • Collaboration Innovation • Communications Optimization Survival • Smoke Alarms • Boundary Management • Facilitate learning • Smoke • Quality Assurance Alarms • Governance • Compliance • Understanding rules • Smoke Alarms 2
    3. 3. The Management Cell Concept Managing human activity Operational Department, “Cell”, or Activity Group 3
    4. 4. Advanced Current State The Management Cell To manage itself the cell must use both hard data, such as KPIs; and soft data, such as opinions and perspectives about the business and the work at hand. Organizations are made up of collections of management units. Cells have their own rules of engagement, focused on how to accomplish their work. Must leverage knowledge to know what data to collect, who to collect it from, and who to notify in exception conditions. This includes incorporating perceptive information from all stakeholders and reacting to it, where appropriate. 4
    5. 5. The Cockpit 5
    6. 6. A Network of Cockpits 6
    7. 7. A Corporate Network of Cockpits 7
    8. 8. Imagine… Every management position has a Personal Cockpit of Knowledge, Guidance, Smoke Alarms, Best Practices, etc. …Networked into a business management & control system. “15 years from now Management 4.0 will be ubiquitous, and those companies that are not running their companies in this fashion will be extinct.” Lynda M. Applegate September 2013 Professor of Business Administration at Harvard Business School Faculty Chair of the HBS Business Owner Portfolio of executive programs “The old barriers between the hierarchy and the entrepreneurial organisation are becoming blurred. New structures are evolving that unite the flexibility and speed, motivation and creativity that used to be the hallmark of the entrepreneurial organisation with the efficiency, scale, scope and control of the hierarchy. Those companies that can make the transition will survive and prosper in the future. Those that cannot adapt will perish.“ Time for the big small company 1999 Lynda M. Applegate 8
    9. 9. Architectural Solution Requirements Mandatory:  Low cost  Minimally invasive  Easy to Implement Desired:  Any type of process or project  Configurable without programming 9

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