Preventing the5 Deadly Diseases of Management     Interview	  with	  W.	  Edwards	  Deming	         Agile	  Cure	  by	  Mi...
Agile Coach & Trainer                     Management Coach & Trainer                        Mischa Ramseyer               ...
W. Edwards Deming (1900 – 1993)        Mischa Ramseyer                       The Interview
Lack	  of	                          Purpose	   Mgmt	                                             Short	    by	            ...
MissionOur         rus!   p the ViSto
Good to know our Mission!       What now?
Build awareness!I cannot fight, what I don‘t see!
OK, we are aware...   What now?
Lack	  of	                            Purpose	                                                        Short	  Mgmt	  by	  ...
But where?What‘s the most important thing?
Lack	  of	                          Purpose	   Mgmt	                                             Short	    by	            ...
Define Purpose!Why are you here?hJp://www.scoJwhitelaw.com/gallery/	  
spir ingBe in
Define your Mission, or ...                     We’re always creating.                                         To provideO...
... a Manifesto                                                                          hJp://www.liip.ch/staSc/manifesto...
Align Business to Purpuse
Do you mean strategy alignment?
If the strategy isn‘t the foundation,          what is it then?
hJp://en.wikipedia.org/wiki/Zappos.com	  
To provide the best customer service possible.Values:	  hJp://labyrinthgal.blogspot.ch/2010/06/delivering-­‐happiness-­‐bo...
hJp://www.liip.ch/de/who/philosophy	  
The set of guiding values, principles       and beliefs we call ...
hJp://enviableworkplace.com/company-­‐culture/	  	  
•  How will we do it?       Strategy	                                  •  1 - 5 years                                     ...
hJp://www.slideshare.net/Alex.Osterwalder/a-­‐business-­‐model-­‐for-­‐solar-­‐energy-­‐sunedison-­‐3319168	  	  hJp://www...
http://businessmodelsbeyondprofit.com
Let peers rate!hJp://www.peerup.ch	  
hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf	  
hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf	  
KUDO                               hJp://www.management30.com/workout/kudo-­‐box/	  	  BOX                           1 MAN...
Rewards can work for your organization, and not against    it, when you take the following six rules into account:        ...
Develop Leaders from the inside!
We needcraftsman!
craftsman development Shu                 	  tradiSonal	  wisdom,	  learning	  fundamentals   	  appren)ce	   Ha          ...
OK, we understood thatcraftsmanship is important, but    where are the leaders?
1.  Commit to self-development                                 Learn to live True North values                            ...
Optimize the Whole!
But how can we do this?
Ask the „Ultimate Question“
It‘s called the Net Promoter ScorehJp://en.wikipedia.org/wiki/Net_Promoter	  
Is customer satisfaction the only       KPI that measures?
Take different perspectives into account!
perspective	                                                                                                        3. Org...
Install a Management Cockpit
Tipp: Create company-wide goals!
Lack	  of	                          Purpose	   Mgmt	                                             Short	    by	            ...
Define	                       Purpose	                                                 Align	  OpSmize	                    ...
I‘m interested inyour stories as well!
ThePragma$cOrganisa$on      Culture                    Strategy                                                      Con$n...
isdeligh$ngtheir                                            isdeligh$ngtheir      clientsthru                             ...
Preventing the 5 Deadly Diseases of Management
Preventing the 5 Deadly Diseases of Management
Preventing the 5 Deadly Diseases of Management
Preventing the 5 Deadly Diseases of Management
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Preventing the 5 Deadly Diseases of Management

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Back in 1984 Dr. W. Edwards Deming (best known for the "Plan - Do - Check - Act" cycle) foresaw the current economic crisis and its causes. He considered the "5 Deadly Diseases of Management" to be the root of the problem. In his virtual interview with Dr. Deming (who passed away in 1993), Mischa Ramseyer will take a closer look at these diseases - which are still prevalent today - and present some agile management recipes on how to prevent and cure these in today's world.

The whole interview can be viewed on Youtube: http://www.youtube.com/watch?v=ehMAwIHGN0Y

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Preventing the 5 Deadly Diseases of Management

  1. 1. Preventing the5 Deadly Diseases of Management Interview  with  W.  Edwards  Deming   Agile  Cure  by  Mischa  Ramseyer   Presented  @  GOTO  Zürich,  10.04.2013  
  2. 2. Agile Coach & Trainer Management Coach & Trainer Mischa Ramseyer @ramsyman hJp://www.management30.com  
  3. 3. W. Edwards Deming (1900 – 1993) Mischa Ramseyer The Interview
  4. 4. Lack  of   Purpose   Mgmt   Short   by   Term  numbers   Thinking   Annual   Mobility   RaSng  of   of  Mgmt   Perform.  
  5. 5. MissionOur rus! p the ViSto
  6. 6. Good to know our Mission! What now?
  7. 7. Build awareness!I cannot fight, what I don‘t see!
  8. 8. OK, we are aware... What now?
  9. 9. Lack  of   Purpose   Short  Mgmt  by   Term  numbers   Thinking   Annual   Mobility   RaSng  of   of  Mgmt   Perform.  
  10. 10. But where?What‘s the most important thing?
  11. 11. Lack  of   Purpose   Mgmt   Short   by   Term  numbers   Thinking   Annual   Mobility   RaSng  of   of  Mgmt   Perform.  
  12. 12. Define Purpose!Why are you here?hJp://www.scoJwhitelaw.com/gallery/  
  13. 13. spir ingBe in
  14. 14. Define your Mission, or ... We’re always creating. To provideOrganize the world’s information the best and make it universally customer accessible and useful. service possible.
  15. 15. ... a Manifesto hJp://www.liip.ch/staSc/manifesto/index.html  10.04.13   From  Vision  to  Backlog   18  
  16. 16. Align Business to Purpuse
  17. 17. Do you mean strategy alignment?
  18. 18. If the strategy isn‘t the foundation, what is it then?
  19. 19. hJp://en.wikipedia.org/wiki/Zappos.com  
  20. 20. To provide the best customer service possible.Values:  hJp://labyrinthgal.blogspot.ch/2010/06/delivering-­‐happiness-­‐book-­‐report.html  Movement:  hJp://www.deliveringhappiness.com    
  21. 21. hJp://www.liip.ch/de/who/philosophy  
  22. 22. The set of guiding values, principles and beliefs we call ...
  23. 23. hJp://enviableworkplace.com/company-­‐culture/    
  24. 24. •  How will we do it? Strategy   •  1 - 5 years Alignment   •  What do we want? Vision   •  5 - 10 years •  Why do we exist? Mission   •  10 – 20 years •  Who are we?Values  &  Principles   •  Lifetime ©  2012  –  2013  pragmaSc  soluSons  gmbh  
  25. 25. hJp://www.slideshare.net/Alex.Osterwalder/a-­‐business-­‐model-­‐for-­‐solar-­‐energy-­‐sunedison-­‐3319168    hJp://www.businessmodelgeneraSon.com/canvas    
  26. 26. http://businessmodelsbeyondprofit.com
  27. 27. Let peers rate!hJp://www.peerup.ch  
  28. 28. hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf  
  29. 29. hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf  
  30. 30. KUDO hJp://www.management30.com/workout/kudo-­‐box/    BOX 1 MANAGEMENT 3.0 WORKOUT © 2012 JURGEN APPELOMANAGEMENT30.COM/KUDOBOX
  31. 31. Rewards can work for your organization, and not against it, when you take the following six rules into account: hJp://www.management30.com/workout/kudo-­‐box/    6 These six rules for rewards in you the best chance at increasing rewards small. Don’t promise rewards give advance. Keep anticipated satisfies all six criteria. A well-aimed kiss, blown carefully across a Reward continuously, not once. people’s performance and enjoyment, while encouraging intrinsic conferencepeoplecan also donot look just once per (just kidding!) It’s Give rewards at unexpected moments, so Sometimes you cannot prevent table, an- Do wonders, I’ve noticed month or once per The Six Rules of Rewards motivation instead of destroying it. Notice thatticipating a potential reward. In such cases, year for something to celebrate. Every day that people don’t change their intentions an incidental com- not that difficult to implement rewards well. pliment addressed reward. When acknowled- accordingwellresearch, big rewards are likely can be a day to celebrate something. When and focus on the at a colleague in a meeting, for a job to done, gement of good work comes as a surprise, to decrease the performance of people. This people do useful work every day, every day research says intrinsic motivation will not might be because the stress of anticipation is an opportunity for a reward [McCrimmon, be undermined [Pink, Drive l:524]. will interfere with people’s working memory “Celebrating Success”]. [Fleming]. 1 Reward publicly, not privately. 2 Reward behavior, not outcome. 3 Reward peers, not subordinates. 7 Everyone should understand what is rewar- Outcomes can often be achieved through Rewards should not come just from the ma- ded and why. The goal of giving rewards is shortcuts, while behavior is about decent nager. Find a way for people to reward each to acknowledge good work, and have people work and effort. When you focus on good other, because peers often know better than enjoy it too. To achieve this, a regular public behavior, people learn how to behave. When managers which of their colleagues deserve reminder works better than an annual pri- you focus on desired outcomes, people may a compliment [Tynan, “Reward Employees”]. vate one [Alberg, “Celebrate Success”]. learn how to cheat [Fleming].
  32. 32. Develop Leaders from the inside!
  33. 33. We needcraftsman!
  34. 34. craftsman development Shu  tradiSonal  wisdom,  learning  fundamentals  appren)ce   Ha  detachment,  breaking  with  tradiSon  journeyman   Ri  transcendence,  everything  is  natural  master  hJp://en.wikipedia.org/wiki/Shuhari    hJp://en.wikipedia.org/wiki/Master_cra_sman  hJp://www.management30.com/workout/business-­‐guilds/    
  35. 35. OK, we understood thatcraftsmanship is important, but where are the leaders?
  36. 36. 1.  Commit to self-development Learn to live True North values through repeated learning cycles True North4. Create Vision and Values 2. Coach and Align Goals Challenge Develop Others Create True North vision Kaizen See & challenge true & align goals vertically Go and See potential in others through and horizontally Teamwork self-development Respect for learning cycles Humanity 3. Support Daily Kaizen Build local capability throughout for daily management & kaizen
  37. 37. Optimize the Whole!
  38. 38. But how can we do this?
  39. 39. Ask the „Ultimate Question“
  40. 40. It‘s called the Net Promoter ScorehJp://en.wikipedia.org/wiki/Net_Promoter  
  41. 41. Is customer satisfaction the only KPI that measures?
  42. 42. Take different perspectives into account!
  43. 43. perspective   3. Organization   7.  Community   1.  Employee   4. Customer   5. Manager   6. Supplier   2. Team  hJp://www.management30.com   dimension   1.  Time   2.  Tools   3.  People   4.  Value   5.  FuncSonality   6.  Quality   7.  Process   It’s  like  a  balanced  scorecard,  but  2-­‐dimensional  
  44. 44. Install a Management Cockpit
  45. 45. Tipp: Create company-wide goals!
  46. 46. Lack  of   Purpose   Mgmt   Short   by   Term  numbers   Thinking   Annual   Mobility   RaSng  of   of  Mgmt   Perform.  
  47. 47. Define   Purpose   Align  OpSmize   business   the   Whole   Don‘t to   purpuse   fall back! Develop   leaders   Let  peers   from   rate   Inside  
  48. 48. I‘m interested inyour stories as well!
  49. 49. ThePragma$cOrganisa$on Culture Strategy Con$nuousInnova$on Context& Constraints Organisa$on Network&Empowerment Delivery Effec$veness Products DotheRightThing Services Efficiency DotheThingRight©2012I2013pragma$csolu$onsgmbh
  50. 50. isdeligh$ngtheir isdeligh$ngtheir clientsthru employeesthrulong con$nuous $mepurpose innova$on The Pragma$c Organisa$on isorganizedisdeliveringtheright asanetworkofproducts&servicesin empoweredteams therightquality deliveringvalue ©2012I2013pragma$csolu$onsgmbh

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