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Modern Management Methods Netherlands 2013 Opening Remarks - Why Modern, Why Now?

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"Modern" has a meaning in liberal arts. It means that a discontinuous innovation causes the form of the medium to change. The Modern Management Methods conferences hope to highlight new methods of management that represent a new form of the art. These new methods are enabled by new technology from the humble Post-It Note to sophisticated software solutions

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Modern Management Methods Netherlands 2013 Opening Remarks - Why Modern, Why Now?

  1. 1. Why Modern? Why now? Presenter: David J. Anderson CEO Lean Kanban Inc. Lean Kanban Netherlands Utrecht October 2013 Release 1.0 dja@leankanban.com @lkuceo What does modern mean and what is enabling new ways of managing in a new century
  2. 2. Modern in Music dja@leankanban.com @lkuceo
  3. 3. Not Modern! dja@leankanban.com @lkuceo
  4. 4. Modern dja@leankanban.com @lkuceo
  5. 5. Modern enters mainstream dja@leankanban.com @lkuceo
  6. 6. Modern isn’t new forever dja@leankanban.com @lkuceo
  7. 7. Modern in Art dja@leankanban.com @lkuceo
  8. 8. Photography The arrival of photography heralded an end to several hundred years of representational painting Photography was a discontinuous innovation dja@leankanban.com @lkuceo
  9. 9. Impressionism – a new beginning dja@leankanban.com @lkuceo
  10. 10. Modern in Science dja@leankanban.com @lkuceo
  11. 11. Newtonian physics was out and the era of Quantum Mechanics arrived James Clerk-Maxwell Werner Heisenberg dja@leankanban.com @lkuceo Albert Einstein Niels Bohr
  12. 12. The Drucker Challenge dja@leankanban.com @lkuceo
  13. 13. Drucker’s Challenge in 1999 Can we improve the productivity of knowledge workers by a factor of fifty times during the twenty first century? dja@leankanban.com @lkuceo
  14. 14. Where is that 50x improvement going to come from? Pool Enginof eering Development Ideas Ready Flow efficiency measures the Testing 3 Deployment Ready 3 percentage of total leadDone time Verification Acceptance Ongoing 2 ∞ is spent actually adding value (or knowledge) versus waiting Flow efficiency% = Work Time commonly reported*, ** Multitasking means time spent E in working columns is often waiting time G PB GY DE Waiting Working MN AB Waiting x 100% Lead Time F Flow efficiencies of 1-5% are P1 D I Done Working Lead Time * Hakan Forss, Lean Kanban France, Oct 2013 ** 2% reported by Zsolt Fabok, Lean Kanban France, Oct 2012 dja@leankanban.com @lkuceo Waiting
  15. 15. Modern Management dja@leankanban.com @lkuceo
  16. 16. We stand on the verge of a revolution in modern management New science, new thinking and new technology is enabling us to implement new ways of managing creative work for the businesses of the 21st Century dja@leankanban.com @lkuceo
  17. 17. Breakthroughs in Understanding humans The big innovation has been the emergence of neuroscience in the past 25 years While significant advances in sociology have given us models for understanding tribal behavior in the workplace Advances in complexity science have given us ways to understand and react to situations where the outcome is emergent and the starting conditions matter. dja@leankanban.com @lkuceo
  18. 18. The Quantum Era of Management Management has been rooted in the philosophy of determinism and reductionism. It's 18th Century in origin. Recent trends have seen us move to a more holistic systems thinking approach, and a probabilistic and statistical approach to risk and decision making. dja@leankanban.com @lkuceo
  19. 19. New technologies enable a new form New technologies such as the humble Post-It note as well as software, flat panel displays, ubiquitous broadband Internet available globally, web cams, and video over IP are just some of the technologies enabling us to embrace a new form of management dja@leankanban.com @lkuceo
  20. 20. Social Capital Reaps Rewards This new management involves understanding people - trusting them, empowering them But it is an empowerment without loss of control It is autonomy without loss of governance It's humane without being anarchistic dja@leankanban.com @lkuceo
  21. 21. The System & Environment Matter Modern management also recognizes that the system and the environment matter Individual performance isn't enough Reductionism to the smallest unit - the worker - local optimization - make each worker produce as much as possible - isn't the answer The complex system of which the worker is just a single part must be designed and managed Understanding and affecting the outcome from complex systems of work is the key to delivering on Drucker's challenge. Simply motivating people isn't enough! dja@leankanban.com @lkuceo
  22. 22. Modern Management Methods dja@leankanban.com @lkuceo
  23. 23. “Modern” can take years or decades to emerge "Modern" is never new by the time you come to hear about it. The modern management methods at this week's conference have been around for perhaps a decade or more It is only now that they are consumable by a mainstream audience. Now that the infrastructure of literature, training materials and vendors providing tools, training and consulting services exist to make these modern management methods available to you dja@leankanban.com @lkuceo
  24. 24. Enjoy discovering Modern Management For many this conference will be eye opening - the beginning of a new approach to managing a 21st C business For those giving their time to present this new material, it's been a journey of years or decades to get to this point. Years of pioneering, bucking the trends, ignoring the naysayers, and shrugging off the social isolation of being the mad man doing weird stuff in a corner It’s not new! It’s tried, tested and proven by pioneers dja@leankanban.com @lkuceo
  25. 25. Thank you! dja@leankanban.com @lkuceo
  26. 26. About David Anderson is a thought leader in managing creative knowledge workers. He leads a consulting, training, publishing and event planning business dedicated to developing, promoting and implementing sustainable evolutionary approaches for management in 21st Century industries. He has 30 years experience in the high technology industry starting with computer games in the early 1980’s. He has led software teams delivering superior productivity and quality using innovative methods at large companies such as Sprint and Motorola. David is the pioneer of the Kanban Method an evolutionary approach to change and improved service delivery & business agility. His latest book is, Lessons in Agile Management – On the Road to Kanban. David is a founder of the Lean Kanban University, a trade association dedicated to assuring quality Kanban training through a worldwide network of accredited trainers and defined, peer reviewed curriculum. dja@leankanban.com @lkuceo
  27. 27. Acknowledgements The idea of Modern Management Methods was inspired by History of Modern Part 2 by Orchestral Maneuvers in the Dark. Daniel S. Vacanti first suggested that the Kanban Method and related techniques of probabilistic forecasting, statistical methods, and both qualitative and quantitative risk management were creating a change in management methods of the same magnitude and of a similar nature to the shift from Newtonian physics to Quantum Mechanics. Janice Linden-Reed assisted with photo editing for this presentation dja@leankanban.com @lkuceo
  28. 28. dja@leankanban.com @lkuceo

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