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

Published in: Education, Business, Technology
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Preventing the "5 Deadly Diseases of Management"

  1. 1. Preventing the5 Deadly Diseases of ManagementInterview  with  W.  Edwards  Deming  Agile  Cure  by  Mischa  Ramseyer  Presented  @  GOTO  Zürich,  10.04.2013  
  2. 2. Agile Coach & Trainer Management Coach & TrainerhJp://www.management30.com  Mischa Ramseyer@ramsyman
  3. 3. The InterviewMischa RamseyerW. Edwards Deming (1900 – 1993)
  4. 4. Lack  of  Purpose  Short  Term  Thinking  Annual  RaSng  of  Perform.  Mobility  of  Mgmt  Mgmt  by  numbers  
  5. 5. Our MissionStop the Virus!
  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  Term  Thinking  Annual  RaSng  of  Perform.  Mobility  of  Mgmt  Mgmt  by  numbers  
  10. 10. But where?What‘s the most important thing?
  11. 11. Lack  of  Purpose  Short  Term  Thinking  Annual  RaSng  of  Perform.  Mobility  of  Mgmt  Mgmt  by  numbers  
  12. 12. Define Purpose!Why are you here?hJp://www.scoJwhitelaw.com/gallery/  
  13. 13. Be inspiring
  14. 14. Organize the world’s informationand make it universallyaccessible and useful.To providethe bestcustomerservicepossible.We’re always creating.Define your Mission, or ...
  15. 15. 10.04.13   From  Vision  to  Backlog   18  hJp://www.liip.ch/staSc/manifesto/index.html  ... a Manifesto
  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. Values:  hJp://labyrinthgal.blogspot.ch/2010/06/delivering-­‐happiness-­‐book-­‐report.html  Movement:  hJp://www.deliveringhappiness.com    To provide the best customer service possible.
  21. 21. hJp://www.liip.ch/de/who/philosophy  
  22. 22. The set of guiding values, principlesand beliefs we call ...
  23. 23. hJp://enviableworkplace.com/company-­‐culture/    
  24. 24. Values  &  Principles  •  Who are we?•  LifetimeMission  •  Why do we exist?•  10 – 20 yearsVision  •  What do we want?•  5 - 10 yearsStrategy  •  How will we do it?•  1 - 5 yearsAlignment  ©  2012  –  2013  pragmaSc  soluSons  gmbh  
  25. 25. hJp://www.businessmodelgeneraSon.com/canvas    hJp://www.slideshare.net/Alex.Osterwalder/a-­‐business-­‐model-­‐for-­‐solar-­‐energy-­‐sunedison-­‐3319168    
  26. 26. http://businessmodelsbeyondprofit.com
  27. 27. hJp://www.peerup.ch  Let peers rate!
  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. 1KUDOBOXMANAGEMENT 3.0 WORKOUT© 2012 JURGEN APPELOMANAGEMENT30.COM/KUDOBOXhJp://www.management30.com/workout/kudo-­‐box/    
  31. 31. 6Rewardscanworkforyourorganization,andnotagainstit, when you take the following six rules into account:Don’t promise rewards in advance.Give rewards at unexpected moments, sothat people don’t change their intentionsand focus on the reward. When acknowled-gement of good work comes as a surprise,research says intrinsic motivation will notbe undermined [Pink, Drive l:524].Keep anticipated rewards small.Sometimes you cannot prevent people an-ticipating a potential reward. In such cases,according to research, big rewards are likelyto decrease the performance of people. Thismight be because the stress of anticipationwill interfere with people’s working memory[Fleming].Reward continuously, not once.Do not look just once per month or once peryear for something to celebrate. Every daycan be a day to celebrate something. Whenpeople do useful work every day, every dayis an opportunity for a reward [McCrimmon,“Celebrating Success”].1 2 3 7Reward publicly, not privately.Everyone should understand what is rewar-ded and why. The goal of giving rewards isto acknowledge good work, and have peopleenjoy it too. To achieve this, a regular publicreminder works better than an annual pri-vate one [Alberg, “Celebrate Success”].Reward behavior, not outcome.Outcomes can often be achieved throughshortcuts, while behavior is about decentwork and effort. When you focus on goodbehavior, people learn how to behave. Whenyou focus on desired outcomes, people maylearn how to cheat [Fleming].Reward peers, not subordinates.Rewards should not come just from the ma-nager. Find a way for people to reward eachother, because peers often know better thanmanagers which of their colleagues deservea compliment [Tynan, “Reward Employees”].These six rules for rewards give you the best chance at increasingpeople’s performance and enjoyment, while encouraging intrinsicmotivation instead of destroying it. Notice that an incidental com-pliment addressed at a colleague in a meeting, for a job well done,satisfies all six criteria. A well-aimed kiss, blown carefully across aconference table, can also do wonders, I’ve noticed (just kidding!) It’snot that difficult to implement rewards well.The Six Rules of RewardshJp://www.management30.com/workout/kudo-­‐box/    
  32. 32. Develop Leaders from the inside!
  33. 33. We needcraftsman!
  34. 34. Shu  tradiSonal  wisdom,  learning  fundamentals  appren)ce  Ha  detachment,  breaking  with  tradiSon  journeyman  Ri  transcendence,  everything  is  natural  master  craftsman developmenthJp://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, butwhere are the leaders?
  36. 36. True NorthValuesChallengeKaizenGo and SeeTeamworkRespect forHumanity1.  Commit to self-developmentLearn to live True North valuesthrough repeated learning cycles2. Coach andDevelop OthersSee & challenge truepotential in others throughself-developmentlearning cycles3. Support Daily KaizenBuild local capability throughout fordaily management & kaizen4. Create Vision andAlign GoalsCreate True North vision& align goals verticallyand horizontally
  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 onlyKPI that measures?
  42. 42. Take different perspectives into account!
  43. 43. It’s  like  a  balanced  scorecard,  but  2-­‐dimensional  perspective  dimension  1.  Time  2.  Tools  3.  People  4.  Value  5.  FuncSonality  6.  Quality  7.  Process  1. Employee  2. Team  3. Organization  4. Customer  5. Manager  6. Supplier  7. Community  hJp://www.management30.com  
  44. 44. Install a Management Cockpit
  45. 45. Tipp: Create company-wide goals!
  46. 46. Lack  of  Purpose  Short  Term  Thinking  Annual  RaSng  of  Perform.  Mobility  of  Mgmt  Mgmt  by  numbers  
  47. 47. Define  Purpose  Align  business  to  purpuse  Let  peers  rate  Develop  leaders  from  Inside  OpSmize  the  Whole   Don‘tfall back!
  48. 48. I‘m interested inyour stories as well!
  49. 49. Con$nuousInnova$onNetwork&EmpowermentDotheRightThingDotheThingRightStrategyOrganisa$onEffec$venessEfficiencyCultureContext&ConstraintsDeliveryProductsServices©2012I2013pragma$csolu$onsgmbhThePragma$cOrganisa$on
  50. 50. ThePragma$cOrganisa$onisdeligh$ngtheiremployeesthrulong$mepurposeisdeligh$ngtheirclientsthrucon$nuousinnova$onisorganizedasanetworkofempoweredteamsdeliveringvalueisdeliveringtherightproducts&servicesintherightquality©2012I2013pragma$csolu$onsgmbh

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