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!
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
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
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!
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
An organization should operate like a city. Some parts emerge bottom-up while others are designed top-down. The art of management is finding the right balance between these two approaches.
Learn more:
https://management30.com/grow-structure/scaling-structure/
https://management30.com/practice/meddlers/
The research is clear: happy workers are more productive workers. Managing for Happiness is about concrete management advice for all workers. Practical things that people can do next Monday morning in order to make the organization a happier place to work, with people who run experiments and drive innovation. In this session, you will see how to manage the system, not the people. This is not only relevant for managers, but for everyone who is concerned about the organization.
http://managehappy.com
Workshop at the Regional Scrum Gathering Tokyo 2017 about Management 3.0.
In this workshop we experienced how to energize people with a simple card game called “Moving Motivators”, developed by Jurgen Appelo, the founder of Management 3.0.
Management 3.0 is a movement of innovation and leadership with management as a group responsibility. Its goal is to help you grow and transform organizations into becoming great places to work.
The Moving Motivators Game is not only a tool for learning about each others intrinsic motivation, it is also an effective communication exercise and it is always great fun for all participants.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Employee Onboarding : Statistics you need to knowElodie A.
Learn everything you need to know about employee onboarding and how to ensure that each new hire is successful with this complete guide.
Content by Officevibe, the simplest tool for a greater workplace.
Read more on our website:
https://www.officevibe.com/employee-engagement-solution/employee-onboarding
Download your free checklist of the perfect onboarding:
http://bit.ly/2jVcIzO
Chek our product!
https://www.officevibe.com/
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Leading with Obeya - about strategy executionTim Wiegel
Presentation at the Agile Coaching Exchange by Tim Wiegel on his book Leading with Obeya. Why and how Obeya helps lead organizations. A practical approach to strategic leadership.
Tips from Calvin and Hobbes on how to be a good customerFreshdesk Inc.
What could a careless, mischievous six year old possibly teach you about being a good customer? Well, not much really, but he can surely tell you a lot about what you should NOT do.
Here are a few things you can learn from Calvin about being a good customer.
For more tips on customer support, head over to the Freshdesk blog - http://blog.freshdesk.com/
Employee Development Strategies For Your Remote WorkforceO.C. Tanner
More and more employees are working remotely instead of commuting to a main office. Here are some strategies for effectively managing and developing your remote workforce.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
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.
Workshop at the Regional Scrum Gathering Tokyo 2017 about Management 3.0.
In this workshop we experienced how to energize people with a simple card game called “Moving Motivators”, developed by Jurgen Appelo, the founder of Management 3.0.
Management 3.0 is a movement of innovation and leadership with management as a group responsibility. Its goal is to help you grow and transform organizations into becoming great places to work.
The Moving Motivators Game is not only a tool for learning about each others intrinsic motivation, it is also an effective communication exercise and it is always great fun for all participants.
https://www.wrike.com/blog/how-to-build-the-perfect-team-nancy-butler/ - Having the right people in place is essential to accomplishing your goals and building your business. Follow these tips from Nancy Butler, business coach and award-winning author of Above All Else, to assemble the perfect high-performing team.
An agile approach to organizational development. The Acelera The Sprint is an iterative innovation process focused on the creation of value and the priorities of the organization, which compresses years of learning in just a few months, accelerating the transformation via integrated agile teams, massive collaboration as a value creation model and putting the emphasis on the development of transformative leadership and the adoption of agile methodologies and new digital ways of doing.
What changes are needed in management and leadership to move towards the new lean culture of creative and knowledge work?
My presentation from Agile Finland's Modern Agile Breakfast.
A Leadership Survival Guide to Transformation - Aldo Rall & Andy Cooper - Agi...AgileNZ Conference
Agile has become a source of disruption to organisations and leadership. Prevailing trends shows that organisations are de-layering and some are even decimating their hierarchies. This disruption driven by Agile and, more recently, DevOps and Agile Scaling, challenges tradition; there is a call for wider skill sets and controlled, sustainable transformations, pushing leadership and organisations into wider and often conflicting and ambiguous contexts.
About Aldo Rall & Andy Cooper:
Aldo has over 18 years’ experience in a range of industries including financial services, healthcare, IT, management consulting and education in Australia, New Zealand, South Africa and the UK. He's worked with a range of clients on Agile transformations as an Agile and Testing Coach. Aldo remains fascinated with continuous change in industry, which ensures there is always something new to learn, regardless of experience levels or qualifications. Over time, Aldo has honed his skills in the practical elements of developing working software but his greatest passion lies in the people dimension of the people-process-technology mix and how this translates into successful IT strategy, teams, projects and practitioners.
Andy Cooper is the Group Manager Global for Software Education. Andy is responsible for developing SoftEd’s training and consulting business outside of Australia and New Zealand and works with clients developing their agility around the world. Andy has a strong interest in Agility for Business as an Agile Marketer at CA Technologies and was a track lead on the Business Agility Track for the International Consortium for Agile (ICAgile). Andy has over 20 years' experience working for technology companies such as CA, Oracle and Informix in business and consulting roles and has managed and worked in teams spanning NZ, Australia, Asia and the US.
Employee Onboarding : Statistics you need to knowElodie A.
Learn everything you need to know about employee onboarding and how to ensure that each new hire is successful with this complete guide.
Content by Officevibe, the simplest tool for a greater workplace.
Read more on our website:
https://www.officevibe.com/employee-engagement-solution/employee-onboarding
Download your free checklist of the perfect onboarding:
http://bit.ly/2jVcIzO
Chek our product!
https://www.officevibe.com/
This is a presentation describing key elements of "Reinventing Organizations" as put together by author Frederic Laloux in his famous book "Reinventing Organizations". In fact this presentation provides an excerpt and useful summaries relating to this approach.
Leading with Obeya - about strategy executionTim Wiegel
Presentation at the Agile Coaching Exchange by Tim Wiegel on his book Leading with Obeya. Why and how Obeya helps lead organizations. A practical approach to strategic leadership.
Tips from Calvin and Hobbes on how to be a good customerFreshdesk Inc.
What could a careless, mischievous six year old possibly teach you about being a good customer? Well, not much really, but he can surely tell you a lot about what you should NOT do.
Here are a few things you can learn from Calvin about being a good customer.
For more tips on customer support, head over to the Freshdesk blog - http://blog.freshdesk.com/
Employee Development Strategies For Your Remote WorkforceO.C. Tanner
More and more employees are working remotely instead of commuting to a main office. Here are some strategies for effectively managing and developing your remote workforce.
9 Unique Traits of High-Performing TeamsWeekdone.com
What are the unique traits that separate high-performers from low-performers? Find out and build your own High-Performance Team that is highly focused on goals and achieve superior business results.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
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.
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.
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...Niels Pflaeging
Organisation für Komplexität: Wie wir Controlling und Führung weiterentwickeln werden – für Höchstleistung in einer komplexen Welt
Keynote von Niels Pfläging bei der Controlling Innovation Berlin, 15. November 2014
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
Transformation as Social Movement (BetaCodex04)Niels Pflaeging
This paper was previously entitled "Decide to Change".
It explains how org model transformation, as a process, is different from common change projects and initiatives
Why management is quackery. Keynote by Niels Pflaeging at HFU Business School...Niels Pflaeging
Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
Auszug aus der erweiterten Neuauflage des Buchs "Organisation für Komplexität" von Niels Pfläging. Diese Auflage erscheint als durchgängig farbiges, erweitertes Hardcover und als eBook am 15. August 2014.
Einzel- und Paketbestellungen über kontakt@nielspflaeging.com
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?
Business Agility and Organisational LearningShoaib Shaukat
Many companies facing the dilemmas of business change, tries to adopt Agile methods and practices in order to achieve the benefits of Agile. However, all they end up with is the "Cargo Cult". This is due to their short term pursuit to achieve quick productivity gains to stem the delivery chaos which is inherent in a traditional delivery model. They fail to realise that any change effort has to start with people; as it is the culture that will determine the sustainability of the change.
In this presentation I will take you through the concepts of business agility and organisational learning and how a focus on culture can help the organisations to become more competitive overtime.
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.
We are proud to announce our 34th Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,500+ innovation-related articles.
Leadership - the changing role of management in an agile world. The world is getting faster, we are moving away from industrial era work to creative and knowledge type work. So far our management practices have not evolved along with us - we have 21st century Innovation on 20th Century technology managed by 19th Century principles of command and control. Is professional management failing - and what do we do instead?
What large companies can learn from the working culture and methodos of startups
The linear career path is long gone. Organizations need managers and executives with a high degree of diversity and curiousity to navigate through uncertainty. People who were exposed to a startup or involved in intrapreneurship experience
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.
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.
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
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptx
Making Performance Work (BetaCodex10)
1. MAKING
PERFORMANCE
WORKWhy performance systems have to change, and how you should approach this:
From fixed to relative performance contracts, and towards simple, ethical
and empowering ways of dealing with value creation
Make it real!
BetaCodex Network Associates
Niels Pflaeging & Gebhard Borck & Andreas Zeuch
White paper Jan 2009 – Revised and extended Dec 2011 and Feb 2013
2. What is the problem with Performance Management
as we know it?
Almost everything.
This paper explores why most
Performance Systems are broken,
and how to reinvent them.
3. Traditional management processes keep teams from strategic
thinking, and motivate counterproductive or unethical behavior
Financial problems
• Process takes too long
• Plans become obsolete quickly
• Plans are of little or no use
Behavioral problems
Strategic problems
0
100
1984 1986 1988 1990 1992 1994 1996 1998 2000
Source: Chem Systems
Profitability in petrochemical industry in Europe
300
400
500
600
200
Targets and
strategic guidelines
• Target negotiation
• Definition of incentives
• Activity planning
• Resource allocation
• Coordination of plans
• Approval
Performance control
(plan-actual)
Budget
Bonus (vs. targets)
Vision
...
Fixed
performance
contacts and
“keep on track”
Source: BBRT
4. 4
Management
control cycle
Budget
Strategy
Strategic
learning cycle
Annual plan
Control
Management processes in command and control
organizations are “straight jackets”
Fixed
Performance
Contract
“Fixed” performance contract
• Period [Fixed]
• Targets [Fixed]
• Compensation [Fixed]
• Plan [Fixed]
• Resources [Fixed]
• Coordination [Fixed]
• Control [Fixed]
• Agreed through [Negotiation]
• Signed by: [Manager/Director]
Source: BBRT
Tayloristic management works like this: As centralistic-burocratic hierarchies,
held together through a regime of fixed performance contracts!
5. Current practices are misaligned with the
Critical Success Factors of today's competitive market places
Six examples of misalignment
! Annual planning process retards it
! Centralized bureaucracy stifles it
! ‘Spend it or lose it’ mentality fights it
! Short term targets prevent it
! Extrinsic ‘motivators’ undermine it
! Dysfunctional, even unethical behaviour
conflicts with it
Six “Critical Success Factors”
• Fast response
• Innovation
• Operational excellence
• Customer intimacy
• Best team
• Ethical behaviour
• Value creation • Inferior financial results
When pressure is
applied, misalignment
gets worse!
6. Our profoundly flawed approach to dealing
with present performance, and the future
About futurizing, planning,
forecasting and strategy
7. Can you read the future, from the bottom
of a cup of coffee? Or do you have a crystal ball
that lets you to look into the future? Can you
read the cards and see what will happen next
year? Well, if none of this actually works,
and if we accept that it´s impossible to predict
the future, then why do we still spend massive
energy and time on formal techniques that try
to achieve just that for businesses?
9. A small elite governing the
powerless masses. An economic
system held together by tight
planning, and control. Mistrust in
entrepreneurial initiative.
Those were key features of the
soviet union.
Now guess where this kind of
governance remains in place
today: It is the worlds
corporations and small to large-
size firms. It is just that we call
the practice of “management”.
10. Organizations need a trust-based form of “future-directed
thinking”, not planning-based command and control
The secret of success is not to foresee the future.
But to build an organization that is able to prosper in any
of the unforeseeable futures.
Michael Hammer
11. We have come to believe that the source of great performance is good planning. But planning
actually never (ever!) is the source of performance. Preparation is. While planning means
fiddling with the future (in your head), preparation means doing the real work, by becoming fit
for performance. It enables individuals and teams to achieve high performance.
Just like in a Racing Team. The situation pictured here is a fine example of a case where high
performance is produced, and in fact required.
12. If you think about it, a Formula 1 team does not rely on intense planning at all. But on
intense, and highly disciplined preparation. Things that teams like this indulge in are:
• All-team mastery: Every team member has to be a master. No exception. This enables the
team to sense and respond. To improvise. To be intuitive. High-performance teams often
have a no “baby-sitting” culture, internally.
• Trying. Trying. More trying. You cannot run enough test races. Science calls this
“deliberate practice” This is more than just practicing. In fact, science also shows that
“talent” is completely overrated.
• Intense and open communication flow. Everyone is always up to date.
• Rituals for group cohesion and a culture aimed at winning together, not individually.
These characteristics are typically largely absent from larger organizations. Ask yourself why.
13. “I will prepare
myself and
my time
must come.” Abraham Lincoln,
lawyer, statesman
A wiser approach than planning
14. Traditional model “Alpha”:
fixed performance contracts,
negotiated in advance
New model “Beta”:
:relative performance contracts,
assessed with hindsight)
Applying the BetaCodex means:
From fixed to adaptive management processes
strategy
control
Fixed
performance
contracts Dynamic
coordination
Relative
performance
contracts
• Dynamic, continuous processes
• Relative targets/compensation
• Self-control, transparency and
peer pressure
• Fixed, annual processes
• Fixed targets and incentives
• Centralized and
bureaucratic control
Changing
processes
15. The underlying issue
About human nature, motivation, and the frequently
misunderstood perils of contemporary HR practices
16. But there is a further challenge. Which is why most theories about
leadership, as well as most advice from consultants, are flawed...
One cannot talk sensibly about leadership, or people
management, nor design decent management processes,
unless we clarify beforehand our beliefs with regards to what
people in organizations are like.
We have to arrive at a shared understanding of human
nature and of the consequences of that for our organizations.
Niels Pflaeging, Leading with Flexible Targets
17. vs.
Theory Y Douglas McGregor
Theory X
Most performance practices are deeply flawed...
18. “Theory X” “Theory Y”
People need to work and want to take an inte-
rest in it. Under right conditions, they can enjoy it.
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 moti-
vated by the desire to realize their own potential.
Creativity and ingenuity are widely distributed
and grossly underused.
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 round rules.
Based on Douglas McGregor, ‘The Human Side of Enterprise’, 1960
The industrial age management model not only fails because
markets have changed. It is also misaligned with human nature
Attitude
Direction
Responsibility
Creativity
Motivation
19. Do you believe in Theory Y?
Firmly?
Good. Because we are sure then you would never, ever practice
(or support, or tolerate) HR processes and tools that treat people like
children, or animals, or worse. Right? Such as performance
appraisals, individual target setting, incentive compensation,
meritocracy, or control of work-hours…
20. Question:
How often do the systems,
especially the HR systems,
get in the way of change, transformation,
vision and strategic thinking?
Answer:
Far too often.
History often leaves HR people in highly bureaucratic
personnel functions that discourage leadership and make
altering human resource practices a big challenge.
Source: based upon John Kotter, Leading Change, p, 110-111
21. Do your HR systems make it in people's best interest to
implement your new vision?
What is meant by HR systems?
" Performance appraisal
" Compensation
" Hiring and Promotions
" Succession planning
" ...
Most often, examination of a firm's human resource systems reveal:
" Performance evaluation processes have virtually nothing to do with customers
or strategy – yet that is typically at the core of a new vision or management
model
" Compensation decisions are based much more on not making mistakes than
on creating the right and useful change
" Promotion decisions are made in a highly subjective way and seem to have at
best a limited relationship to the change effort
" Recruiting and hiring systems are a decade old and only marginally support
the transformation
Source: J. Kotter, Leading Change, HBSP, p, 110-111
22. Performance & Pay
About bonuses, incentives, and pay-for-performance
schemes – and why they cannot work. Also in this
chapter: Practical recommendations for how to create
better pay systems
23. Let's start with compensation then.
First of all, let's be clear. Carrots don't work.
They might beat the intellect of donkeys. But they certainly
don't trick human beings, who all have “Theory Y”
wiring inside them. Incentives simply don't
have a positive influence on organizational
performance. Period.
So why do so many of us still apply
in the carrot-and-stick method with people?
24. Real-world stories on the effects of performance management
The case of Marie Taylor
This is what happened:
Marie Taylor, a sales person from our organization, generated income
that goes against her company´s principle “Always act to the benefit
of our customers“.
The decision: Marie Taylor was transferred to the internal sales
support department. All her bonuses rights were immediately
cancelled.
The backdrop:
It is true – all sales people in the firm were obliged to act in the interest of
their customers. And Marie did not act accordingly.
But it is also true that 40% of Marie Taylor´s salary depended on the amount
of net sales she generated.
25. Real-world stories on the effects of performance management
The case of Frank Miller
This is what happened:
Frank Miller, a consultant, overcharged during his work with
clients, which means he systematically inflated the amount of
hours worked charged to his customers.
The decision: Frank Miller was fired and left the company
immediately.
The backdrop:
It is true: Frank Miller actually acted against the law by charging for more than
he had really worked for at his clients.
But it is also true that 25% of Frank Miller´s income depended on the hours
charged to clients…
26. An example: “motivation”, or “threat”?
What compensation systems really do...
100%
Base salary
System with no
variable compensation
100%: Total
compensation
expected by
employee.
70%
Base salary
30%
Variable
compensation
System with variable compensation
(bonus, incentive, etc.)
Is this an “energizing
promise”, or is it
just a pitiful threat?
“We have a conservative pay philosophy.
Your base salary equals your total
compensation, which is USD
100.000,00.“
“We have an aggressive pay
philosophy: 30% of your total
compensation will be paid in form of
a bonus. The total is USD
100.000,00, by the way.“
27. I am arguing against…..
(1) attributing more importance to money than it actually has,
(2) pushing money into people's faces and making it more
salient than it needs to be, and
(3) confusing compensation with reward
(the latter being unnecessary and counterproductive).
The problem isn't with the dollars themselves,
but with using dollars to get people to jump through hoops.
Social scientist Alfie Kohn says:
28. 1. Pay people well
2. Pay people fairly
3. And then do everything possible to take money off peoples minds!
All pay-for-performance plans violate that last precept!
And:
Pay-for-performance is an outgrowth of behaviorism, which is
focused on individual organisms, not systems - and, true to its name,
looks only at behaviors, not at reasons and motives and the people who
have them.
I tell Fortune 500 executives (or at least those foolish enough to ask me)
that the best formula for compensation is this: Pay people well, pay them
fairly, and then do everything possible to help them forget about money.
How should we reward our staff? Not at all! They are not our pets.
Pay them well, respect and trust them, free them from disturbance,
provide them with all available information and support to perform
on the highest possible level.
29. 1 very simple principle:
Never use bonuses and incentives.
Apply profit sharing and/or shareholding concepts
for connectedness.
30. Let´s leave compensation myths behind!
We found no systemic pattern linking
executive compensation to the process of
going from Good to Great.
Jim Collins, From Good to Great, 2001
Spending time and energy trying to
“motivate” people is a waste of effort...
The key is not to de-motivate them.
Jim Collins, From Good to Great, 2001
Individual incentive pay, in reality, under-
mines performance – of both the individual
and the organization. Jeffrey Pfeffer,
Six Dangerous Myths about Pay, HBR 1998
31. 1 very simple principle:
Always disconnect compensation from targets.
Always.
32. Variable
area “Ceiling”
Bonus
hurdle
100%:
target
80%
of target
120%
of target
Base salary
Performance as %
of target realization
Salary/
bonus
Common practice:
“Pay for performance“
compensation
profile with fixed
performance contract:
Creates maniuplation
incentive in any situation!
Bonus
limit
Reduction in-
centive: Lower
result more!
Reduction incentive:
postpone results to
next period
Maximization
incentive: Anticipate
results
Actual
result #2
Actual
result #1
Actual
result #3
Performance in
relative evaluation
Salary/
bonus
A better model: Result
oriented compensation
profile with relative
performance
contracts:
No incentive to
manipulation.
Linear compensation curve without breaks:
variable compensation becomes
decoupled from targets
Free from
incentive to manipulate
The problem with “incentives”: How traditional management
systematically forces people to cheat
Source: Michael Jensen
33. 1 very simple principle:
Pay the person. Not the position.
Always.
34. Variable compensation: Unbundling fixed, individual pay for
performance contracts in favor of relative team improvement
BetaCodex principles advocate basing evaluation and compensation on
relative improvement contracts with hindsight,
rather than fixed performance contracts agreed upon in advance.
In formulating a compensation policy, the BetaCodex mindset leads to
eight key recommendations:
1. Use the language and thinking of gain sharing, not incentives.
2. Align pay with strategic measures, not budgets.
3. Base compensation on relative measures, not fixed targets.
4. Measure and reward (if needed) the performance of teams, not individuals.
5. Align pay with interdependent groups, not parochial interests.
6. Use clear and transparent measures, not unfathomable numbers.
7. Make compensation fair and inclusive, not unfair and divisive.
8. To highlight outstanding contributions, use company values, not the numbers.
35. All employees should earn a
share of the financial success:
Restrain from the idea of
“motivating them“!
Organizations can free themselves from
conventional forms of “pay for performance”,
through simple and more transparent
compensation systems.
Conclusions:
37. Resources. What most organizations do with them is basically this:
Once a year, they define the size of the pie. Then, they invite managers to
fight for a piece of the action… Organizational research has shown over and
over that this is the fundamental mechanism organizations use… and that it
inevitably leads to sub-optimization, to say the least.
Happily, there is a far better way to steer resources. Just imagine for a
moment that you simply wouldn't define the size of the pie for a fixed period
any more. And that you would take important resource decisions together in
a team, and always as late as possible! (Yes, you read that right!)
38. Projected
period (e.g. 5 quarters)
Resources
Income as
“total (expected) available resources over time“ -
forecasted as “limiting factor“
Already approved investments -
actively handled as “dynamic portfolio“
Yet uncommited resources –
work actively on available
“options for a better future“
Operational resources –
controlled by Key Performance Indicators (KPIs) –
activities are focused on continuous improvement!
Employing resources dynamically: A typical way of doing it,
as practiced by Sydney Water, Australia
Source: Sydney Water
39. Setting direction in an age of uncertainty
About targets, the failed promise of MbO,
and the illusion of steering
40. True, it is tempting to believe that we can
“control”, or “steer” organizations. Looking at the
reports, and indicators, and accounting
statements, it appears that an intelligent
executive might be able to remote-
control a company, right?
Now, the problem is:
That's just a beautiful illusion.
41. Morpheus to Neo:
"You take the blue pill and the story ends. You wake in your
bed and believe whatever you want to believe....
You take the red pill and you stay in Wonderland and I show
you how deep the rabbit-hole goes."
42. The world of command and control management and planning-based steering has a lot
to do with the fictitious, machine-generated world in the movie trilogy "The Matrix".
Actually, like in that crucial scene in the first movie of the series, traditional management is
much like the blue pill the movie's hero Neo is offered, and the BetaCodex is the red pill.
Organizations have the choice to either stick with
the illusion of control that their “management by
numbers” delivers, or to acknowledge that there is a
whole world of performance management “beyond
planning and control”. One that doesn't deny uncertainty
and paradoxes. And that makes far better use of people's
talent and potential.
43. The blue pill: Fixed, negotiated targets
Most
important
competitor
(28%)
Market
(25%)
Plan
(15%)
Actual
(21%)
Target: absolute ROCE in % (here: 15%)
[expected
market Ø: 13%]
Plan
Comparison:
Plan-Actual
Actual
Why traditional management with “fixed performance contracts“
regularly fools us: We have lost control a long time ago…
• Interpretation within the plan-actual-
comparison: Plan was outperformed by 6
percentage points > positive interpretation
• Better ROCE of the market average and the
most important competitor remain unnoticed!
The red pill: Relative, self-adjusting targets
Target: relative ROCE in % (to market)
Most
important
competitor
(28%)
Market
(25%)
Target: „ROCE
in % better
than market
average”
Actual
(21%)
• Interpretation within actual-actual compa-
rison: Performance was 4 percentage points
below competition! > negative interpretation
• Absolute assumptions at the moment of
planning don't matter.
• Targets always remain updated and relevant!
[independent
from expected
market Ø]
Target Actual
Comparison:
Market-Actual
44. Bank to bank
Return on Equity (RoE)
1. Bank D 31%
2. Bank J 24%
3. Bank I 20%
4. Bank B 18%
5. Bank E 15%
6. Bank F 13%
7. Bank C 12%
8. Bank H 10%
9. Bank G 8%
10. Bank A (2%)
Region to region
Return on Assets(RoA)etc.
1. Region A 38%
2. Region C 27%
3. Region H 20%
4. Region B 17%
5. Region F 15%
6. Region E 12%
7. Region J 10%
8. Region I 7%
9. Region G 6%
10. Region D (5%)
Branch to branch
Cost/income ratio etc.
1. Branch J 28%
2. Branch D 32%
3. Branch E 37%
4. Branch A 39%
5. Branch I 41%
6. Branch F 45%
7. Branch C 54%
8. Branch G 65%
9. Branch H 72%
10. Branch B 87%
Strategic „cascade”
Result & value contribution
Leads to lowest operational cost!
Relative target definition through “league tables“ (rankings) –
instead of planned, fixed targets and internal negotiation
Relative targets and
relative compensation
Continuous planning/
control
“On demand“ flow of
resources/
dynamic coordination
Principles
45. Let´s look at performance differently
About reporting, metrics, indicators, and measuring
performance, without need for planning
46. Does your organization use “traffic light” reporting?
Those red, orange and green dots indicating what to pay attention to?
Most of these reports are made for managers and executives,
because, so the the story goes, those people have short attention
spans and “need” the color coding.
Now, isn't it fascinating that organizations have such a low opinion of
their supposedly “top” people?
47. To evaluate performance in an adaptive and dynamic way,
the foundations of performance measurement must shift
From: Against plan To: Against time
• Prior periods
• Progress towards achievement of
medium-term (2-3 years) targets
From: Internal focus To: External focus
• Internal peers
• Competitors
• Benchmarks/Stretch
From: Annual focus To: Trends and “as needed”, always rolling
From: Financial measures To: Few key indicators
From: Closed systems To: Open information systems for all
From: Pure measurement To: Mixed approach of measuring/judging
“Indicators only indicate“, there is no “truth” in the
numbers – living systems cannot be evaluated by
measuring alone!
From: Controlling individuals To: Stopping measurement at team level
48. Principles for good metrics:
1 It relates to a stakeholder’s goal
2 It helps improve part of the system
3 Data is collected by those who need it
49. Simple, elegant and relevant: creating reports
without actual-plan-variances, fixed targets, or plans
Trend with references
(A) Maximum
Curve with variance
KPI
(B) Gliding average
Time (Actuals)
Accouts/KPIs vs. Previous periods
last
month
Same
month
last
year
Same
month
prev..
year
Ø
last
12
mnths
Ø
12
prev.
mnths
Indicators
or
Groups of accounts
Ranking (League table) ext./intern.
Company KPI
Competitor A 31%
Competitor E 24%
Competitor C 20%
Us 18%
Competitor B 13%
Competitor D 12%
Competitor G 10%
Competitor F 8%
Regions KPI
Region G 7%
Region E 7%
Region B 6%
Region F 4%
Region A 3%
Region D 3%
Region C 1%
Region H 0%
Trend with benchmark
Us
Competitor A
Time (Actuals)
KPI
Snapshot (static) with benchmarks
KPI 2
Us
Our
unit B
Our
unit A
Compe-
titor B
Compe-
titor A
KPI 1
Trend with tolerance
Tolerance levels
Time (Actuals)
KPI
Us
50. Remember:
Metrics can be highly useful.
Targets usually are superfluous.
Incentives are always abominable.
52. And more. You will set your people free to think and to act like entrepreneurs.
You will make far better use of their talents, and finally stop de-motivating
them.
You will stop fighting against the reality of your marketplace.
Consult the BetaCodex Network's other white papers and
presentation slides for further content-rich material about the
BetaCodex (formerly: the Beyond Budgeting model)
and about how to approach transformation.
By applying the 12 laws of the BetaCodex (on the next page),
you will revolutionize performance management.
53. The 12 laws of the BetaCodex (formerly: Beyond Budgeting)
are a full set of design principles for a new organization type
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
57. betacodex.org
Get in touch with us for more information about leading BetaCodex transformation,
and ask us for a keynote or a workshop proposal.
Make it real!
Niels Pflaeging
contact@nielspflaeging.com
nielspflaeging.com
New York, Wiesbaden
Valérya Carvalho
mvaleriacarv@gmail.com
LinkedIn
São Paulo
Silke Hermann
silke.hermann@nsights-group.de
insights-group.de
Wiesbaden, Berlin, New York
Lars Vollmer
me@lars-vollmer.com
lars-vollmer.com
Hannover, Stuttgart