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.

Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague (Prague/CZ)

3,931 views

Published on

Keynote slides by Niels Pflaeging

Published in: Leadership & Management
  • Hello! Get Your Professional Job-Winning Resume Here - Check our website! https://vk.cc/818RFv
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague (Prague/CZ)

  1. 1. Scrum Gathering Prague, 16.11.2015 #sgprg @NielsPflaeging Re-Imagine the Organization. Re-imagine Leadership. Re-imagine Change. Today, not tomorrow.
  2. 2. Culture
  3. 3. •  Fixed, individual targets •  Management by Objectives •  Budgets and Plans •  Performance Appraisal •  Hierarchical Pressure •  Pay by Position or Performance •  Incentives and Bonuses •  …
  4. 4. Formal part of value creation Solution: Machine Dynamic part of value creation Solution: Man
  5. 5. high dynamics Local markets, high customization
  6. 6. Sluggish/dull, low dynamics high dynamics Spacious markets, little competition Local markets, high customization
  7. 7. Sluggish/dull, low dynamics high dynamics high dynamics Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization
  8. 8. 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
  9. 9. Periphery Market Center
  10. 10. 1 Impulse 4 Command 3 Decision 2 Information 5 Reaction Center Market Periphery Client Is in charge!
  11. 11. 1 Impulse 2 Decision 3 Reaction Center Market Periphery Client Serves the periphery, if needed Is in charge!
  12. 12. Indústry Retail Servicies Government/ NGOs It is possible.
  13. 13. 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
  14. 14. Behaviors Context Human Nature
  15. 15. ”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 …
  16. 16. •  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 •  … Low dynamics High dynamics
  17. 17. 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
  18. 18. 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 “
  19. 19. 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“
  20. 20. 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“
  21. 21. 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
  22. 22. Data Information Knowledge ?
  23. 23. Formal Structure
  24. 24. Informal Structure
  25. 25. Value Creation Structure
  26. 26. Compliance, Power Social Work/Value Creation Formal Structure Informal Structure Value Creation Structure
  27. 27. Knowledge Age Systemic, alive Integrated, team-based Work the work Outside-in, led With-each-other-for-each-other Complexity-robust Industrial Age Mechanistic, dead Differentiated, individualizing Work the people Top-down, managed In parallel, in line Efficiency-oriented
  28. 28. Re-Imagine the Organization. Re-imagine Leadership. Re-imagine Change. Today, not tomorrow.

×