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Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)

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Keynote by Niels Pflaeging at Seoul Smart Work Conference 2018!

Published in: Leadership & Management
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Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)

  1. 1. 2018 Seoul Smart Work Week Seoul/KR, 13.11.2018 @NielsPflaeging @RedForty2 #SSWW2018 Winning against the enemies of Smart Work: Why great work & organizations call for a renaissance, not a revolution
  2. 2. Top Bottom
  3. 3. Process Project
  4. 4. Idea Innovation
  5. 5. Idea Innovation Creativity
  6. 6. Data Information
  7. 7. ? ?Data Information ? ?
  8. 8. ? ?Data Information Knowledge ?
  9. 9. ? ?Data Information Knowledge Mastery (“Make sense“) (“Make knowledge“) Scamming Practicing
  10. 10. Top Bottom
  11. 11. Outside Inside
  12. 12. Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking Knowledge Age Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense With-each-other-for-each-other Decentralized, complexity-robust
  13. 13. Theory X Theory Y
  14. 14. Theory X Leadership Responsibility Creativity Motivation People must be forced or bribed to make the right effort People would rather be directed than accept responsibility (which they avoid) People are motivated mainly by money and fears about their job security Most people have little creativity - except when it comes to getting around rules Theory X Theory Y People dislike work, find it boring, and will avoid it if they can Attitude
  15. 15. Theory X Theory Y Leadership Responsibility Creativity Motivation People will direct themselves towards a target that they accept People will under the right conditions seek and accept responsibility, Under the right conditions, people are motivated by the desire to fulfill their own potential Creativity and ingenuity are widely distributed and grossly underused People must be forced or bribed to make the right effort People would rather be directed than accept responsibility (which they avoid) People are motivated mainly by money and fears about their job security Most people have little creativity - except when it comes to getting around rules Theory X Theory Y People need to work and want to take an interest in it. Under right conditions, they enjoy it People dislike work, find it boring, and will avoid it if they can Attitude
  16. 16. as
  17. 17. Top Bottom
  18. 18. Relationship Individual
  19. 19. Outside Inside
  20. 20. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  21. 21. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  22. 22. Culture
  23. 23. Informal Structure Power: Influence Value Creation Structure Power: Reputation Formal Structure Power: Hierarchy
  24. 24. Industry Retail Services Governmental/ NGOs It is possible
  25. 25. Law Beta Alpha §1 Freedom to act Connectedness not Dependency §2 Responsibility Cells not Departments §3 Governance Leadership not Management §4 Performance climate Result culture not Duty fulfillment §5 Success Fit not Maximization §6 Transparency Intelligence flow not Power accumulation §7 Orientation Relative Targets not Top-down prescription §8 Recognition Sharing not Incentives §9 Mental presence Preparedness not Planning §10 Decision-making Consequence not Bureaucracy §11 Resource usage Purpose-driven not Status-oriented §12 Coordination Market dynamics not Commands
  26. 26. Knowledge Age Systemisch, lebendig Systemic, alive, market-driven Functionally integrated, team-based Work the work! Outside-in, led, socially dense With-each-other-for-each-other Decentralized, complexity-robust Industrial Age Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking
  27. 27. Today Then Now New Now New Now New
  28. 28. Now New Now New Now New
  29. 29. Your people are not the problem. Your system is. Systems drive behavior. Not the other way ´round. We have to stop ”working our people”, and start working, or flipping organizational models, or systems, instead. Together. The radically decentralized “peach“ model of organizing is not an option: It is a necessity!
  30. 30. 2018 Seoul Smart Work Week Seoul/KR, 13.11.2018 @NielsPflaeging @RedForty2 #SSWW2018 Winning against the enemies of Smart Work: Why great work & organizations call for a renaissance, not a revolution

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