Gary Hamel at Implement Thought Leaders 2013

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On 4 March 2013 one of the worlds most influential business thinkers, professor Gary Hamel, was speaking at Implement Consulting Group's annual Thought Leaders event. More than 1,200 clients and friends of Implement were witnessing a mind blowing performance from one of the worlds leading management thinkers - and rebel - professor Gary Hamel.

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Gary Hamel at Implement Thought Leaders 2013

  1. 1. Change Implement Thought Leaders 2013 GARY HAMEL What Matters Now – Moon Shots for Management 2.0
  2. 2. PROGR AMME/PR ACTICALITIES 08:30 Doors open and light breakfast 11:30 Cello reflection 09:15 Welcome and introduction to Implement Thought Leaders 2013 Implement Consulting Group 11:35 Q&A session with Professor Gary Hamel 12:00 Buffet and networking 09:30 Moon Shots for Management 2.0 – What matters now? Professor Gary Hamel 10:15 Break 10:45 How to win in a world of relentless change, ferocious competition and unstoppable innovation Professor Gary Hamel 12:45 End of programme
  3. 3. PRESENTATION BY PROFESSOR GARY HAMEL
  4. 4. KEY LEARNINGS AND TAKE-AWAY FROM TODAYS SESSIONS IDEAS THAT WE SHOULD APPLY IN OUR ORGANISATION
  5. 5. 1. Ensure that the work of management serves a higher purpose: Management, both in theory and practice, must orient itself to the achievement of noble, socially significant goals. 25 MOON SHOTS FOR MANAGEMENT In his famous article “Moon Shots for Management” in Harvard Business Review, Gary Hamel lists what great challenges we must tackle to reinvent management and make it more relevant to a volatile world. 6. Reinvent the means of control: To transcend the discipline-versus-freedom trade-off, control systems will have to encourage control from within rather than constraints from without. 2. Fully embed the ideas of community and citizenship in management systems: There’s a need for processes and practices that reflect the interdependence of all stakeholder groups. 7. Redefine the work of leadership: The notion of the leader as a heroic decision maker is untenable. Leaders must be recast as socialsystems architects who enable innovation and collaboration. 3. Reconstruct management’s philosophical foundations: To build organizations that are more than merely efficient, we will need to draw lessons from such fields as biology, political science, and theology. 8. Expand and exploit diversity: We must create a management system that values diversity, disagreement, and divergence as much as conformance, consensus, and cohesion. 4. Eliminate the pathologies of formal hierarchy: There are advantages to natural hierarchies, where power flows up from the bottom and leaders emerge instead of being appointed. 9. Reinvent strategy making as an emergent process: In a turbulent world, strategy making must reflect the biological principles of variety, selection, and retention. 5. Reduce fear and increase trust: Mistrust and fear are toxic to innovation and engagement and must be wrung out of tomorrow’s management systems.
  6. 6. 10. De-structure and disaggregate the organization: To become more adaptable and innovative, large entities must be disaggregated into smaller, more malleable units. 11. Dramatically reduce the pull of the past: Existing management systems often mindlessly reinforce the status quo. In the future, they must facilitate innovation and change. 12. Share the work of setting direction: To engender commitment, the responsibility for goal setting must be distributed through a process in which share of voice is a function of insight, not power. 13. Develop holistic performance measures: Existing performance metrics must be recast, since they give inadequate attention to the critical human capabilities that drive success in the creative economy. 14. Stretch executive time frames and perspectives: We need to discover alternatives to compensation and reward systems that encourage managers to sacrifice long-term goals for short-term gains. 15. Create a democracy of information: Companies need information systems that equip every employee to act in the interests of the entire enterprise. 16. Empower the renegades and disarm the reactionaries: Management systems must give more power to employees whose emotional equity is invested in the future rather than the past. 17. Expand the scope of employee autonomy: Management systems must be redesigned to facilitate grassroots initiatives and local experimentation. 18. Create internal markets for ideas, talent, and resources: Markets are better than hierarchies at allocating resources, and companies’ resource allocation processes need to reflect this fact. 19. Depoliticize decision making: Decision processes must be free of positional biases and should exploit the collective wisdom of the entire organization and beyond. 20. Better optimize trade-offs: Management systems tend to force either-or choices. What’s needed are hybrid systems that subtly optimize key trade-offs. 21. Further unleash human imagination: Much is known about what engenders human creativity. This knowledge must be better applied in the design of management systems. 22. Enable communities of passion: To maximize employee engagement, management systems must facilitate the formation of self-defining communities of passion. 23. Retool management for an open world: Value-creating networks often transcend the company’s boundaries and can render traditional power-based management tools ineffective. New management tools are needed for building and shaping complex ecosystems. 24. Humanize the language and practice of business: Tomorrow’s management systems must give as much credence to such timeless human ideals as beauty, justice, and community as they do to the traditional goals of efficiency, advantage, and profit. 25. Retrain managerial minds: Managers’ deductive and analytical skills must be complemented by conceptual and systems-thinking skills.
  7. 7. Your title Number of employees in your organisation 14% CEO/President/Managing Director 13% 10% Other C-level executive 14% 34% SVP/VP/Director 25% Head of Department/Senior Manager SURVEY RESULTS 30% >10.000 MDKK <100 11% 5% MDKK 100–500 6% 12% Retail and wholesale Public government 10% 7% 7% Other 2.000-10.000 10% 3% Professional services Public services 500-2.000 Organisation’s annual revenue Manufacturing Services 17% 24% Your industry Telecommunications 100-500 33% 18% Other 0-100 MDKK 1.000–3.000 9% 47% 10% MDKK 3.000–5.000 MDKK >5.000 7% 26% MDKK 500–1.000 Don’t know
  8. 8. How relevant are the following leadership challenges in your organisation? Mean Ensure that the work of management serves a higher purpose Fully embed the ideas of community and citizenship in management systems Reconstruct management’s philosophical foundations Reinvent the means of control 25% 62% Eliminate the pathologies of formal hierarchy Reduce fear and increase trust 24% 55% 30% 34% 37% Irrelevant Relevant Median Mean 3st quartile Very relevant 1,00 3 4 5 Redefine the work of leadership 22% 3,48 1,09 3 3 4 Expand and exploit diversity 24% 3,08 1,43 2 3 4 Reinvent strategy making as an emergent process 3,60 1,17 3 4 4 De-structure and disaggregate the organisation 4,33 14% 57% 24% 19% 22% 23% 34% 43% 1st quartile 3,94 36% 34% 31% Variance How relevant are the following management challenges in your organisation? 0,82 4 5 5 Dramatically reduce the pull of the past 20% 3,87 0,84 3 4 5 Share the work of setting direction 23% 3st quartile 4,15 0,78 4 4 5 4,13 0,73 4 4 5 3,86 0,95 3 4 5 3,31 1,16 3 3 4 4,17 0,84 4 4 5 4,11 0,79 4 4 5 30% 38% 15% 29% 44% 35% 39% 38% Irrelevant Median 40% 35% 56% 1st quartile 42% 36% 33% Variance Relevant Very relevant
  9. 9. How relevant are the following management challenges in your organisation? Mean Develop holistic performance measures 30% Stretch executive time frames and perspectives Create a democracy of information 27% Median 3st quartile 3,95 0,91 3 4 5 31% 3,74 1,22 3 4 5 Mean Depoliticise decision making Better optimise trade-offs 4,12 0,81 4 4 Expand the scope of employee autonomy Create internal markets for ideas, talent, and resources 34% 38% 29% 30% 45% 33% 29% 38% Irrelevant 25% Relevant Very relevant 3,98 0,84 3 4 Median 3st quartile 4,05 1,03 3 4 5 3,69 0,86 3 4 4 21% 3,65 0,98 3 4 4 3,74 1,12 3 4 5 3,52 1,01 3 4 4 3,33 1,17 3 3 4 4,03 0,97 3 4 5 42% 41% 43% 1st quartile 20% 32% 39% Variance 36% 5 Enable communities of passion Empower the renegades and disarm the reactionaries 26% Further unleash human imagination 42% 35% 24% 1st quartile 34% 36% 41% Variance How relevant are the following management challenges in your organisation? 5 3,62 1,15 3 4 4 3,84 1,06 3 4 5 38% Retool management for an open world 47% Humanise the language and practice of business Retrain managerial minds 35% 36% 54% 26% 28% 17% 31% 36% Irrelevant 15% 38% Relevant Very relevant
  10. 10. To what extent are these barriers preventing your organisation from rethinking leadership? Mean Not enough time, too few resources Short-term pressures 10% 19% 5% 13% 25% 15% 28% 3,25 18% 36% 3,76 32% To what extent are these barriers preventing your organisation from rethinking leadership? Variance 1st quartile Median 3st quartile 1,56 1,36 2 3 3 4 4 5 Mean Passive, indifferent, poorly trained employees Mistrust The current recession Top management’s mindsets Orthodox or out-of-date beliefs 28% 8% 12% Lack of rewards/ incentives 17% No burning platform 16% 33% 21% 20% 19% 23% 30% 23% 18% 30% 1 - Completely irrelevant 12% 22% 2 8% 22% 3 3,36 17% 28% 4 2,39 1,52 1 2 11% 5 - Very relevant 3,12 2,92 2,80 1,58 1,62 1,47 1,56 2 2 2 2 4 3 3 3 3st quartile 1,31 1 2 3 14% 4% 2,46 1,23 2 2 3 11% 2,99 1,40 2 3 4 34% 15% 3,23 1,50 2 3 4 28% 17% 3,15 1,67 2 3 4 3,44 1,25 3 4 4 3 Lack of shared goals and beliefs 22% 25% 28% 8% Median 2,31 28% 32% 22% 1st quartile 16% 3% 20% 32% 29% Variance 11% Top-down structures/ hierarchy 11% Lack of vision and courage 12% 24% 28% 26% 4 4 4 4 Lack of the necessary change skills 4% 18% 22% 19% 23% 20% 1 - Completely irrelevant 18% 36% 22% 2 3 4 5 - Very relevant
  11. 11. NOTES
  12. 12. www.implementconsultinggroup.com

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