This document discusses the state of Management 3.0 in Japan. It provides an overview of Management 3.0 practices being adopted by over 50 Japanese companies, including using delegation poker and boards at Cyberagent to clarify roles. Qualitia customized modules as not all frameworks fit. Workshops with over 1000 participants and 20 facilitators have helped clarify tasks, roles, and decision making using tools like moving motivators. The creative age requires adapting to complexity and change.

1. The State of Management 3.0
in Japan
- Complexity and Change
Management in the Land of
the Rising Sun -

2. WHAT IS LEAN CHANGE MANAGEMENT?
Welcome to the information age

3. WHAT IS LEAN CHANGE MANAGEMENT?
Welcome to the information age
Welcome to the digital age?

4. WHAT IS LEAN CHANGE MANAGEMENT?
Welcome to the information age
Welcome to the digital age?
Welcome to the creative age?

5. WHAT IS LEAN CHANGE MANAGEMENT?
Welcome to the information age
Welcome to the digital age?
Welcome to the creative age?
Welcome to the transformation age!

6. What
Disruptions
have you
seen in your
industry?

8. WHAT IS LEAN CHANGE MANAGEMENT?
CHANGE OR DIE!
• Organizations are dying at an alarming
rate!
http://csinvesting.org/2012/01/06/fortune-500-
extinction/

10. Managers are
addicted to
certainty.

11. An uncertain world

12. I think the next century will be the
century of complexity.
– Stephen Hawking, San Jose Mercury News, 23 January 2000
‟私は次の世紀が複雑性の世紀になると考えています。
”

14. Complex
Adaptive
Systems
複雑適応系（CAS）

15. Brains, bacteria, immune
systems, the Internet,
countries, gardens, ci5es,
beehives…
They are all complex
adap/ve systems.
脳、細菌、免疫システム、
インターネット、国、庭園、
都市、蜂の巣…
それらはすべて複雑適応系です。

16. An organiza5on is a complex
adap/ve system (CAS),
because it consists of parts
(people) that form a system
(organiza5on), which shows
complex behavior while it
keeps adap/ng to a
changing environment.
組織は「複雑適応系（CAS）」です。
なぜなら、組織を構成するのは複雑なふるまいをする⼈々だから
です。
そうやって様々なふるまいをしながら、環境の変化に適応します
。

17. Triangle Exercise
Goal of the Exercise:.
・Experience complex adaptive systems
・Learn how change occurs in complex systems
・Understand the domino effect change can have
Exercise description:.
・This work requires at least 10 participants.
・Move around for five minutes according to the
following rules:

18. Triangle Exercise
Rules:
・No talking during the exercise!
・Choose two people to pair up with and make a note of
them so that you do not forget them.
・Do not tell anyone who they are
・Once the exercise starts, silently move around so that it is
in an equilateral triangle with the two people you have
chosen.
・You are finished when all parKcipants have made an
equilateral triangle
・you are not allowed to change your pair

19. Triangle Exercise

20. "Japanese companies will
have to improve their work
environment or we won’t
be able to a6ract people"
Daiwa Securi+es Group Inc. President
Takashi Hibino
source: Bloomberg,
“Tokyo Has More Than Two Job Openings for Every Applicant“
h@p://bloom.bg/2mzFFX

21. How do Japanese
organiza3ons cope with
change and uncertainty?

22. Japanese Companies don‘t change!
Lacking understanding of complexity
Fear of Failure as Experiments, but believe in perfect answers
Comfort Zone reason why 90’s Bubble Economy shock
Agile very popular but not implementing new ideas
Fixed Mindeset from education system
Generation Gap

23. 日本企業は変化しない会社は危ないか？
複雑性への理解不足
失敗を恐れるが、完璧な答えを信じる。
90年代のバブルショックはコンフォートゾーンが原因
アジャイルが流行っているが、新しいアイディアが導入
されていない
教育システムからくる固定的なマインドセット
ジェネレーションギャップ

24. Super Flat Organiza:on
▪Transparent salary
▪No job Itles
▪No managers instead, there are
many people acIng as leaders for
our various projects. And most of
Imes, they are self-
recommended.
h7ps://blog.colorkrew.com/super_flatmodel_en/

25. Management 3.0 is not yet
another framework.
It is a mindset, combined with
an ever-changing collec6on of
games, tools, and prac6ces to
help any worker to manage
the organiza6on. It is a way of
looking at work systems.

28. The State of Management 3.0 in Japan:
More than 1000 workshop participants
Over 20 Management 3.0 Facilitators
Over 50 Companies are adopting Management
3.0 paractices

29. h"ps://developers.cyberagent.co.jp/blog/archives/13234/
▪It helped them to clarify the tasks
when working with diverse teams in
mutiple projects
▪The roles could be made clear when
there was a personal change in a
team
▪Understanding of vague decision
making rights could be clarified
Cyberagent
Cyberagent did a workshop
with 30 members of 4
subsidiaries companies using
delegation poker and creating
delegation boards.

30. They customized the delega2on board
a6er some itera2ons to this version:
Current state= Pink
Ideal state= Yellow
QUALITIA
„The great about Management
3.0 for us is that it is not a
framework. It's a bunch of
modules and games, so if a
certain practice is too difficult to
use, you can customize it
yourself.“
h"p://management30.jp/2019/05/27/int
erview-qualiDa-may514/

32. 株式会社QUALITIA 株式会社Marietta
Fenriru株式会社
Example of using moving motivators (2): Team transformation / onboarding
It helped those companies/teams to understand the future direcKon beOer.
And because the team member understand each others moKvaKon now in
detail, it changed the way of working to the beOer. It created an more open-
minded culture because through the card they could express their feelings
honestly.

34. Facebook: @NuWorksJP TwiOer: @SNusperling
14 March 2023 — 25 April 2023 Online/English
Agility in HR by Management 3.0 (ICP-AHR)
10%Discount Code: “HappyDecember”
https://nuworks.jp/ja/event/
16 Februar 2023 — 16 März 2023 Online/German
Agilität in HR by Management 3.0 (ICP-AHR)

35. Adaptive Action – Glenda H. Eoyang http://bit.ly/1SKh5ZC
Coherence in the Midst of Complexity – Hugo Letiche http://bit.ly/1qoo9Sn
Complexity and Organizational Reality – Ralph D. Stacey http://bit.ly/1RSuEWD
The Interaction of Complexity and Management – Michael Lissack http://bit.ly/1VluWb2
The Systems View of Life – Fritjof Capra http://bit.ly/1RUAvhf
Reading List