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닐스플래깅 대표 | <언리더십> 저자
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Change is more like adding milk to coffee!
Culture
Symptoms
Problems
Industrial Age: “Alpha” was enough
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Industrial Age: “Alpha” was enough
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Knowledge Age: Now, “Beta” is needed
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
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)
Industrial Age: “Alpha” was enough
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Knowledge Age: Now, “Beta” is needed
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
Insight No. 1
Change is not a “journey”.
Instead, it is “constant flipping”.
Today
There
Now
New
Now
New
Now
New
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)
Insight No. 2
There is no such thing as
”Resistance to Change” –
only smart responses to
dumb methods
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)
Insight No. 3
The problem is in the system -
almost always
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)
Industrial Age: “Alpha” was enough
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Knowledge Age: Now, “Beta” is needed
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
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)
Insight No. 4
Organizational change is
“socially dense” -
technique is (almost) trivial
as
Insight No. 5
There is no such thing
as “transformation” -
instead, “everything is an intervention”
accountable
aim
align(ment)
allocate
appraise
bonus
boss
break down
budget
business area
competence
convince
COO
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/sales people
scale
set (targets)
shared services
soft skills
star
status quo
steering committee
strategy/strategic
streamline
synergy
talent/talent pipeline
top-down
values
vision
war for talent
win
work-life balance
…
Industrial Age: “Alpha” was enough
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking
Knowledge Age: “Beta” is needed
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
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)

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Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2020 (Seoul/KR)

  • 1. 닐스플래깅 대표 | <언리더십> 저자 포스트 코로나 시대 조직 변화를 위한 인사이트 Change is more like adding milk to coffee!
  • 4. Industrial Age: “Alpha” was enough Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking
  • 5. Industrial Age: “Alpha” was enough Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking Knowledge Age: Now, “Beta” is needed 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
  • 7. Industrial Age: “Alpha” was enough Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking Knowledge Age: Now, “Beta” is needed 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
  • 8. Insight No. 1 Change is not a “journey”. Instead, it is “constant flipping”.
  • 11. Insight No. 2 There is no such thing as ”Resistance to Change” – only smart responses to dumb methods
  • 13. Insight No. 3 The problem is in the system - almost always
  • 15. Industrial Age: “Alpha” was enough Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking Knowledge Age: Now, “Beta” is needed 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
  • 17. Insight No. 4 Organizational change is “socially dense” - technique is (almost) trivial
  • 18. as
  • 19. Insight No. 5 There is no such thing as “transformation” - instead, “everything is an intervention”
  • 20. accountable aim align(ment) allocate appraise bonus boss break down budget business area competence convince COO 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/sales people scale set (targets) shared services soft skills star status quo steering committee strategy/strategic streamline synergy talent/talent pipeline top-down values vision war for talent win work-life balance …
  • 21. Industrial Age: “Alpha” was enough Mechanistic, dead, steering Functionally divided, individualizing Work the people! Top-down, managed In parallel, in line Centralized, efficiency-oriented, stability-seeking Knowledge Age: “Beta” is needed 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