Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Tci cluster lab 2014 management 3.0

3,487 views

Published on

Cluster Lab @ TCI Conference in Monterey | Mexico
10 November 2014

management 3.0 for cluster management –
how to be a creative networker under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more

Klaus Haasis,
Systemic Coach DBVC, Personcentered Counsellor GWG,
ask klaus! coaching - creativity - innovation

Cluster management is an art which is based on facts and figures, statistics, research, financial calculations, expert knowledge etc. Klaus Haasis invites to have a broader perspective on how to develop a human framework for creativity, innovation and collaboration - based on his long experience in cluster management. He presents some now findings from neurobiology and new methods for collaboration coming from entrepreneurship research (effectuation) and software development (scrum) bundled in the agile management 3.0 concept for cluster managers.

Management 3.0 for cluster management will cover the topics
+ the turkey illusion - can I rely on the experiences of the past?
+ uncertainty profiling - how to become risk savvy?
+ commitments - an underestimated factor in cluster management
+ Kudo Box and Kudo Cards - the personcentered approach
+ organisational dilemmas and double binds - how to stay happy and productive
+ the effectuation grid - a systemic tool box for dealing with uncertainty.

Published in: Business
  • Be the first to comment

Tci cluster lab 2014 management 3.0

  1. 1. management 3.0 agile cluster management – how to be a creative networker under uncertainty. new approaches for cluster management from effectuation, scrum, lean startup and more KLAUS HAASIS - ask klaus! Innovation Coach & Counsellor TCI Global Conference, Monterey, Mexico 10th November 2014
  2. 2. Photographer and Advertiser Engineer and Journalist Managing Director and Innovator Person-centered Counsellor Organizational and Human Resource Development Hypnosystemic Coach Online Trainer Certified Scrum Master Certified Effectuation Expert
  3. 3. management 3.0 agile cluster management – how to be a creative networker under uncertainty, new approaches for cluster management. + adding uncertainty to strategy and planning + adding coaching approaches to cluster management + adding startup concepts to innovate in clusters
  4. 4. 1 Cluster Co-Creation Co-Working Co-llaboration New Mental and Physical Spaces TCI Cluster Lab Monterey Mexico 11. November 2014 Klaus Haasis - ask klaus! Innovation Coach & Counsellor
  5. 5. New Physical Spaces 2
  6. 6. 3
  7. 7. 4
  8. 8. 5
  9. 9. 6
  10. 10. 8 October 2014
  11. 11. 9
  12. 12. New Mental Spaces 10
  13. 13. Business Modell Generation (Alex Osterwalder) Design Thinking (David Kelley) IOS Integrated Operating System (Ken Wilber) 11
  14. 14. CLUSTER MANAGEMENT 3.0 FROM the knowledge worker TO the creative networker -> increase collision -> leverage surprise -> embrace diversity -> fail early -> copy with pride - share with delight -> everything is a remix 13
  15. 15. Coaching the Agile Enterprise: A Handbook for Emerging Transformation Leaders, Change Artists and Benevolent Trouble-Makers ©2011-13 Michael K. Spayd : Four Pathways to Grow a More Agile Enterprise
  16. 16. AQAL – The Four Quadrants I It We Its ©2013 Michael K. Spayd Subjective vs. Objective Collective vs. Individual
  17. 17. AQAL – The Four Quadrants I It We Its ©2013 Michael K. Spayd Subjective vs. Objective Collective vs. Individual
  18. 18. The Integral Operating System The Four Quadrants EQ, leadership development, personality profiles, Psychological introspection, reflection, meditation, solitude, Window Scientific method, metrics, analysis, observation, financial Behavioral controls, statistics, quality programs, productivity measurement, financial targets, Window self-awareness The “I” Perspective Corporate vision, mental models analysis, stakeholder Cultural consultation, diversity, transformational change, Window product (singly) The “IT” Perspective Systems thinking, portfolio Systems analysis, strategic planning, trend forecasting, empirical management systems, Window The “I” Perspective culture management The “WE” Perspective The “IT” Perspective lifecycle analysis The “ITS” Perspective The “WE” Perspective The “ITS” Perspective adapted from Brett Thomas, ©2013 Michael K. Spayd AQAL Elements Applied to Leadership
  19. 19. The Integral Operating System The Four Quadrants EQ, leadership development, personality profiles, Psychological introspection, reflection, meditation, solitude, Window Scientific method, metrics, analysis, observation, financial Behavioral controls, statistics, quality programs, productivity measurement, financial targets, Window self-awareness The “I” Perspective Corporate vision, mental models analysis, stakeholder Cultural consultation, diversity, transformational change, Window product (singly) The “IT” Perspective Systems thinking, portfolio Systems analysis, strategic planning, trend forecasting, empirical management systems, Window The “I” Perspective culture management The “WE” Perspective The “IT” Perspective lifecycle analysis The “ITS” Perspective The “WE” Perspective The “ITS” Perspective adapted from Brett Thomas, ©2013 Michael K. Spayd AQAL Elements Applied to Leadership
  20. 20. What’s Your Preference? ? ? ? ? ©2013 Michael K. Spayd Subjective vs. Objective Collective vs. Individual “I” “WE” “IT” “ITS”
  21. 21. THE TURKEY ILLUSION
  22. 22. Uncertainty Goals Information Complexity Change negotiable confusing high disruptive Risk controllable Uncertainty Profiling fixed clear low
  23. 23. EFFECTUATION PRINCIPLES The future is not predictable. The future comes from what people do. Start form your given means. Don't assemble means after a goal is set. Invest what you can afford to lose. Don't target a return first and hope of profitability and growth. Build a network of self-selected stakeholders and get stakeholder commitments. Embrace and Leverage surprises.
  24. 24. PURPOSE 5
  25. 25. UNCERTAINTY RISK CERTAINTY UNCERTAINTY PROFILE 6
  26. 26. MEANS •BIRD IN HAND 7
  27. 27. AFFORDABLE LOSS 8
  28. 28. PARTNERSHIPS 9
  29. 29. NEXT STEPS 10
  30. 30. ITERATIONS 11
  31. 31. REFRAIMING 12
  32. 32. INVITATION TCI mentoring program TCI INNOVATION COACHING FOR CLUSTERS Join and Register now!de.linkedin.com/in/klaushaasis klaus haasis mail@klaushaasis.de, mobile +491706313193 www.klaushaasis.de de.linkedin.com/in/klaushaasis de.linkedin.com/in/klaushaasis

×