The document discusses the concept of cores and peripheries in organizations, where the core refers to essential, fixed aspects that provide stability, while the periphery allows for flexibility and change. It provides examples of how this concept can be applied to various aspects of organizations, including: 1. Managers focus on core policies and standards, while leaders create new opportunities at the periphery. 2. Employees are valued not just for their core skills but also their potential and creativity at the periphery. 3. Jobs have core required duties but also peripheral opportunities for added value and excitement. 4. Control comes both from core organizational rules as well as peripheral personal motivations. 5. Employees have both a core work

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MTL: The Professional Development Programme
Cores and Peripheries
CORES AND PERIPHERIES
Stability on the inside and change on the outside
MTL: The Professional Development Programme

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MTL: The Professional Development Programme
Cores and Peripheries
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Learn.
Cores and
Peripheries
Introduction: Core and periphery structures are perfect models for times of change.
Unlike the hierarchy that is slow to change, the core and periphery model is perfectly
suited to change. Imagine a nucleus with a fixed atom and a flexible surround. The core
is safe and necessary. The surround is unrestricted and fluid. Now apply this to every
aspect of your organisation and you have your models for change.

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Cores and Peripheries
On the edge, dreaming of new horizons
1. MANAGING
AND LEADING
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Managers manage the core aspects of
organisational life, such as policies, rules, and
standards. They keep the organisation going.
Leaders create the extras that take the
organisation into new territory where it can excel,
such as added value, outstanding service, and
employees who go beyond the call of duty to
deliver. Managers are at the core, leaders are at
the edge.

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Cores and Peripheries
2. OURSELVES
For far too long, workplaces only asked us for the
bits of ourselves that they could measure: our
existing skills, our manual labour, our time-
clocked presence. In times of change, they need
much more: our brains and creativity; our
principles and values; our hearts and souls. What
is measurable is at the core; what is
unmeasurable potential is at the edge.
People are more than robots
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Cores and Peripheries
3. JOBS
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Put a bit of excitement into everyone’s job
In every job, there are things that have to be
done and things that don't. The things that have
to be done form the core of the job. They are dull
but necessary, the duties you'll see on a formal
job description. The things that don't have to be
done but make the difference are the added
values at the edge. They are the opportunities
the job presents. They don't appear on formal job
descriptions but they are exciting, exhilarating,
and worthwhile.

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4. CONTROL
There are two kinds of control in organisations:
those at the core which come from the boss and
which everyone has to follow. They are governed
by the company's rules and discipline systems.
The other kind of control comes from personal
drivers, such as pride in one's work, self-esteem,
and a sense of responsibility. They are governed
by personal respect.
In our work there are central controls and personal controls
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Cores and Peripheries
5. TEAMS
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Your personal team is not always your work team
Everyone at work has two teams. The first team is
the official group you belong to. They're at your
core. The second team are the people you turn to
when you need them, those who will help you
out in a crisis. They may be friends, mentors,
relatives, colleagues from way back, role models,
even people in your head. They are your
inspiration.

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Cores and Peripheries
6.
CUSTOMERS
https://www.flickr.com/photos/adforce1/3183077960/
Lift every customer experience beyond the expected
To succeed in times of change, you must give your
customers two kinds of experience. At the core of
the relationship, you must give them the
minimum they expect - the right product, at the
right time, in the right place, at the right cost. But
to keep them for life, you must also go one step
further and give them an experience they'll never
forget.

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Cores and Peripheries
7. LEARNING
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Learn the basics then develop the personal
In a change-responsive organisation, there are
two ways to teach and learn. At the core,
everyone needs to know what the organisation
stands for, its unchanging principles and values.
People need to be told. At the edge, but still tied
to the core, people need to learn how to soar and
fly. They need to be empowered.

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This has been a Slide Topic from Manage Train Learn
AFinal
Word
Managing cores and peripheries is the new challenge for managers. Not just the needs of the cores
but also the opportunities at the edge. When you can do both well at the same time, you will have
discovered the art of change management.