Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Niels Pflaeging
Why true agility requires transformation of entire organizations. Why meddling with bits & pieces changes nothing. Why real transformation
takes months – not years
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)Niels Pflaeging
The Future of Leadership
Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think.
#NEXT14 - Berlin
This is a presentation focussing on specific aspects of "new work" / "the future of work", highlighting very interesting aspects in connection with potential new approaches to e.g. performance management, self management, autonomous decision making, finance and budget allocation and the necessary business transformation for this to make happen.
Organize for Complexity, part II (BetaCodex13) Niels Pflaeging
How to make work work again. How to break the barrier of command-and-control, and create the peak-performance, networked organization.
Illustrations by Pia Steinmann
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Niels Pflaeging
Why true agility requires transformation of entire organizations. Why meddling with bits & pieces changes nothing. Why real transformation
takes months – not years
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)Niels Pflaeging
The Future of Leadership
Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think.
#NEXT14 - Berlin
This is a presentation focussing on specific aspects of "new work" / "the future of work", highlighting very interesting aspects in connection with potential new approaches to e.g. performance management, self management, autonomous decision making, finance and budget allocation and the necessary business transformation for this to make happen.
Organize for Complexity, part II (BetaCodex13) Niels Pflaeging
How to make work work again. How to break the barrier of command-and-control, and create the peak-performance, networked organization.
Illustrations by Pia Steinmann
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
The future of the workforce is being driven by technology. The impact of technology, responses of the workforce to technology and needed responses by government to these changes in the workforce are discussed in this presentation. This presentation was given to the International Economic Development Leadership Summiit on January 29th, 2013 as part of a panel on "The Evolving Nature of Today's Workforce"
trends in OB,conscience mngmt,ict &its influenceSuryadev Maity
TRENDS IN ORGANISATIONAL BEHAVIOUR
CONSCIOUS
CONSCIENCE MANAGEMENT
ICT & ITS INFLUENCE ON BEHAVIOURAL DIMENSIONS
GEN NEXT ORIENTATION
RELATIONSHIP ORIENTATION FOR IMPROVED PRODUCTIVITY & LACK OF FORMAL AUTHORITY
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
Future of work: Self-management, business purpose and employee engagementCoincidencity
The future of work means a lot of things to a lot of people. But maybe, instead of talking about technologies or innovation, the future of work could be about establishing more engaged, humane, soulful, purposeful organisation... if so, how do you get there?
New research Insights into 'Organisation Culture Change' underpinned by Dynamic Systems Maturity Theory and introducing the most comprehensive model of Organisation Culture to emerge in 2020
Similar to Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR) (20)
Die Erfindung zweier Managements (BetaCodex17)Niels Pflaeging
Wie Follett und Taylor die beiden Schulen der Organisationslehre
ins Leben riefen - und was seither geschah.
BetaCodex Network Associates
Niels Pfläging | Silke Hermann
BetaCodex Network White Paper No. 17 | April 2021 l betacodex.org/white-papers
Deutsche Version April 2022. Diana Mock | Hans Fischer-Schölch | Elisabeth Sechser
The future of organizational learning is discursive & self-organizedNiels Pflaeging
by Silke Herman and Niels Pflaeging.
Workplace learning is not a particularly thrilling adventure these days: Learning in organizations overwhelmingly relies on aged and worn-out formats that produce little learning or impact. The tools in use are often not fit for our time – in terms of content, or learning method, or technology – or all three combined. One cannot help but notice that in the reality of organizations, by and large, Learning & Development (L&D) is a pretty dull affair, clearly lacking innovation. In this paper, we will discuss how that is bound to change. We believe that workplace learning can be as engaging as Maria Montessori envisioned child learning to be, over 100 years ago and as humane, effective and conducive as Ken Robinson demanded in his world-famous TED talks a few years back. Sure, the current reality of corporate learning may look bleak, but there are now signs of a way out of the L&D misery in which most companies find themselves. One of these signs is the platform created by EdTech start-up disqourse.
The history of management needs to be rewritten. Management science does not, as it is usually depicted, begin with Taylor and Fayol, continuing through the Human Relations movement, in the meanwhile coalescing into the classical school, and eventually diversifying into different post-classic branches. Instead, the history of management is, and has been the story of two distinct, opposing schools of thought that emerged side-by-side, at the dawn of the 20th century. Pioneered by two practical philosophers: Mary Parker Follett and Frederick Winslow Taylor.
Performancesysteme und Relative Ziele (BetaCodex 10)Niels Pflaeging
Warum sich Ziele und unser Umgang mit Leistungsmessung ändern müssen. Wie wir von fixierten zu relativen Leistungsverträgen gelangen – und zu einfachen, ethischen,
Selbstorganisation fördernden Systemen für den Umgang mit Wertschöpfung
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
W.H.Bender Quote 66 - ServPoints Sequence of Service™ should be Identified fo...
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
1. Comeleon Conference 2019, Croatia
Terme Tuheij, 24.10.2019
@NielsPflaeging @RedForty2
#BetaCodex
How to unleash company-wide agility & self-organization
for lasting high performance. Anywhere. Very fast.
2.
3. 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
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic
4.
5. 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
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic
23. Theory X
Attitude
Leadership
Responsibility
Creativity
Motivation
People dislike work,
find it boring,
and will avoid it if they can
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 Y
24. Theory Y
Attitude
Leadership
Responsibility
Creativity
Motivation
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
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
29. 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
Pluralistic & synthetic
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Monolithic & myopic
30. Law Beta (Do this!) Alpha (Not that!)
§1 Team autonomy Connectedness with purpose, not dependency
§2 Federalization Integration into cells, not division into silos
§3 Leaderships Self-organization, not management
§4 All-around success Comprehensive fitness, not mono-maximization
§5 Transparency Flow intelligence, not power obstruction
§6 Market orientation Relative Targets, not top-down prescription
§7 Conditional income Participation, not incentives
§8 Presence of mind Preparation, not planned economy
§9 Rhythm Tact & groove, not fiscal-year orientation
§10 Mastery-based decision Consequence, not bureaucracy
§11 Resource discipline Expedience, not status-orientation
§12 Flow coordination Value-creation dynamics, not static allocations
The BetaCodex – version 2018 - www.BetaCodex.org
31. accountable
aim
align(ment)
allocate
appraise
bonus
boss
break down
budget
business area
competence
convince
COO
comfort zones
culture change
department
direct
direct reports
drive
empower
engage
extra mile
force
forecast
front-line
goals
hard skills
head of
headcount
high performer
high potential
hit
incentivize
inspire
journey
key
key account
kick off
lead
leader
leverage
line
low performer
manage
maturity
milestones
mindset
mission
motivate
north star
operations/operational
oversight
plan
present
purpose
rank
roll out
sales
scale
soft skills
star
strategy/strategic
status quo
product mix
synergy
Talent
unlearn
vision
win
…
34. Agile = Self-organized.
No more, no less. And Beta is the way to define the
DNA of highly self-organized companies.
Your people are not the problem.
Your organizational system is.
Systems drive behavior.
Not the other way ´round.
We have to stop working
the people, and start working
organizational models, or systems.
The radically decentralized “peach“
model of organizing is not an option.
It is a necessity.
35. Comeleon Conference 2019, Croatia
Terme Tuheij, 24.10.2019
@NielsPflaeging @RedForty2
#BetaCodex
How to unleash company-wide agility & self-organization
for lasting high performance. Anywhere. Very fast.