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1
Athens, 18.09.2015
Agile Greece
#AGRS2015
@NielsPflaeging
How our organizations will become agile,
radically decentraliz...
2
3
Culture
4
5
6
7
Formal part of
value creation
Solution: Machine
Dynamic part of
value creation
Solution: Man
8
high
dynamics
Local markets,
high customization
9
Sluggish/dull,
low dynamics
high
dynamics
Spacious markets,
little competition
Local markets,
high customization
10
Sluggish/dull,
low dynamics
high
dynamics
high
dynamics
Spacious markets,
little competition
“Outperformers” exercise
m...
11
Formal part of
value creation
Solution:
Machine
Dynamic part of
value creation
Solution: Man
Sluggish/dull,
low dynamic...
12
Periphery
Market
Center
13
1 Impulse
4 Command
3 Decision
2 Information
5 Reaction
Center
Market
Periphery
Client
Is in
charge!
14
1 Impulse
2 Decision
3 Reaction
Center
Market
Periphery
Client
Serves the
periphery,
if needed
Is in
charge!
15
16
17
18
19
20
21
Theory X Theory Y
People need to work and want to take an interest
in it. Under right conditions, they enjoy it
People ...
22
Behaviors
Context
Human
Nature
23
24
”Meritocracy“
Budgeting Planning
Control of work hours
Job Descriptions
Competencies Management
Incentives
Individual t...
25
Indústry
Retail
Servicies
Government/
NGOs
It is possible.
26
3. Fase „beta“
o “fase de integración“
2. Fase „alpha“
o “fase de diferenciación“
Transformación tipo 2:
“Profundizació...
27
3. Fase „beta“
o “fase de integración“
Transformación tipo 2:
“Profundización“
Transformación tipo 1:
“Burocratización“...
28
Transformación tipo 2:
“Profundización“
Transformación tipo 1:
“Burocratización“
Transformación tipo 3:
“Transformación...
29
1. Start-up phase
or “Pioneer phase“
2. Alpha phase
or “Differentiation phase“
Type 2 transformation
“Deepening“
Type 1...
30
Formal Structure
31
Informal Structure
32
Value Creation Structure
33
Compliance, Power Social Work/Value Creation
Formal Structure Informal Structure Value Creation Structure
34
Law Beta Alpha
§§1 Freedom to act Connectedness not Dependency
§2 Responsibility Cells not Departments
§3 Governance Le...
35
•  Fixed, individual targets
•  Management by Objectives
•  Budgets and Plans
•  Performance Appraisal
•  Hierarchical ...
36
37
@NielsPflaeging
nielspflaeging.com
organizeforcomplexity.com
betacodex.org
slideshare.net/npflaeging
How our organizati...
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Organize for Complexity - Keynote by Niels Pflaeging at Agile Greece (Athens/GR)

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#AGRS2015

Published in: Leadership & Management

Organize for Complexity - Keynote by Niels Pflaeging at Agile Greece (Athens/GR)

  1. 1. 1 Athens, 18.09.2015 Agile Greece #AGRS2015 @NielsPflaeging How our organizations will become agile, radically decentralized and networked. Sooner than you think
  2. 2. 2
  3. 3. 3 Culture
  4. 4. 4
  5. 5. 5
  6. 6. 6
  7. 7. 7 Formal part of value creation Solution: Machine Dynamic part of value creation Solution: Man
  8. 8. 8 high dynamics Local markets, high customization
  9. 9. 9 Sluggish/dull, low dynamics high dynamics Spacious markets, little competition Local markets, high customization
  10. 10. 10 Sluggish/dull, low dynamics high dynamics high dynamics Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization
  11. 11. 11 Formal part of value creation Solution: Machine Dynamic part of value creation Solution: Man Sluggish/dull, low dynamics high dynamics high dynamics Age of Crafts Manu- facturing Industrial Age/ Age of Tayloristic Industry Age of Global Markets 1850/1900 Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization 1970/80 today
  12. 12. 12 Periphery Market Center
  13. 13. 13 1 Impulse 4 Command 3 Decision 2 Information 5 Reaction Center Market Periphery Client Is in charge!
  14. 14. 14 1 Impulse 2 Decision 3 Reaction Center Market Periphery Client Serves the periphery, if needed Is in charge!
  15. 15. 15
  16. 16. 16
  17. 17. 17
  18. 18. 18
  19. 19. 19
  20. 20. 20
  21. 21. 21 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 Direction Responsibility Creativity Motivation People will direct themselves towards a target that they accept People will seek and accept responsibility, under the right conditions Under the right conditions, people are motivated by the desire to realize 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 round rules
  22. 22. 22 Behaviors Context Human Nature
  23. 23. 23
  24. 24. 24 ”Meritocracy“ Budgeting Planning Control of work hours Job Descriptions Competencies Management Incentives Individual targets Performance Appraisal/360° Salary Ranges Training budgets Personnel Development Org charts Target negotiation Holiday applications ”Personnel Expenses“ Suggestion boxes Assessment Centers Knowledge Management Pay for Performance Paid extra hours Bonuses Sales Quotas Dress codes Job titles HR Allocations Cost Management Plan-Actuals variances Forecasting MbO Development Centers Bosses hire Strategic Planning Travel policies Jours fixes Earnings Guidance Matrix Structures Key Accounting, Business Areas Business Partners SWOT Analysis …
  25. 25. 25 Indústry Retail Servicies Government/ NGOs It is possible.
  26. 26. 26 3. Fase „beta“ o “fase de integración“ 2. Fase „alpha“ o “fase de diferenciación“ Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase “
  27. 27. 27 3. Fase „beta“ o “fase de integración“ Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“
  28. 28. 28 Transformación tipo 2: “Profundización“ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ Young organization Older organization 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“ 3. Beta phase or “Integration phase“
  29. 29. 29 1. Start-up phase or “Pioneer phase“ 2. Alpha phase or “Differentiation phase“ Type 2 transformation “Deepening“ Type 1 transformation: “Bureaucratization“ Type 3 transformation: “Beta Transformation“ 3. Beta phase or “Integration phase“ Young organization Older organization
  30. 30. 30 Formal Structure
  31. 31. 31 Informal Structure
  32. 32. 32 Value Creation Structure
  33. 33. 33 Compliance, Power Social Work/Value Creation Formal Structure Informal Structure Value Creation Structure
  34. 34. 34 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
  35. 35. 35 •  Fixed, individual targets •  Management by Objectives •  Budgets and Plans •  Performance Appraisal •  Hierarchical Pressure •  Pay by Position or Performance •  Incentives and Bonuses •  … •  Transparency & Improvement •  Comparisons between peers •  Comparisons with previous periods •  Dialog and Dissent •  Social and group pressure •  Pay by market value •  Results Sharing •  …
  36. 36. 36
  37. 37. 37 @NielsPflaeging nielspflaeging.com organizeforcomplexity.com betacodex.org slideshare.net/npflaeging How our organizations will become agile, radically decentralized and networked. Sooner than you think

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