The document discusses the need for management innovation in organizations facing changing pressures from digitalization, resource adaptation, and humanization. It argues the current management model may no longer fully harness human potential and questions long-standing practices. Management innovation is presented as a new framework to substantially alter how management is carried out through novel principles, systemic changes, and ongoing rapid invention. Examples from Google and WL Gore are given of alternative approaches aimed at flexibility, variety, activism, meaning, and serendipity.
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
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?
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
A handsome yet relevant presentation formatted for large screen display. Note I invested in custom graphics and purchased all photos. If you reuse any of the slides please give credit. Download for the best experience. Contact me with any questions...I don't mind helping.
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?
Training Slides of Reinventing Creative & Innovative Leadership discussing the importance of Leadership.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
MANAGING PEOPLE Group Assignment - Examine the success of Google.comTolga Koymen
- Critically evaluate the performance of groups within Googles’ work culture.
- Discuss the concept of empowerment and its relevance to Google.
- Discuss what management problems you and your team foresee that Google faces in the next few years in order to remain competitive.
- Through your research discuss the success/failure of any other organisation which you consider to be similar in structure and managerial philosophy to Google.
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
It has been shown that a number of organizations – both profit and non-profit – show very successful results by applying organizational practices which radically contradict dominating convictions. The US-company Morning Star produces tomatoes worth $700 million annually with about 400 employees. They achieve a double-digit growth rate compared to the 1 % of their competitors. The Dutch neighborhood-nursing organization Buurtzorg grew from 10 employees to 7000 with a market share of 75% within 7 years. These are examples for organizations which differ fundamentally from well-known organizational structures. Among others, three central characteristics of them may be summarized as follows (Hamel, 2011, Laloux, 2014):
To serve the purpose or mission of the organization provides the leading orientation for every decision and action. Whether an idea or argument is good or bad will be judged by this estimation. Every employee at Morning Star for example “is responsible for drawing up a personal mission statement that outlines how he or she will contribute to the company’s goal of `producing tomato products and services which consistently achieve the quality and service expectations of our customers.´” (Hamel, 2011).
The power to take decisions is allocated to those people in the organization who are competent for it. Employees choose how much money to spend on what, even including salaries. They are responsible for acquiring the tools needed to do their work. Employees even define the strategy. There are no titles nor promotions because there is no hierarchy. In such organizations there are no managers anymore. However, everybody is a manager in terms of competencies to decide. One employee puts it like that: “I’m driven by my mission and my commitments, not by a manager.” (Hamel, 2011).
Employees negotiate responsibilities with their peers. They apply market-style practices within their relationships. If they want to make investments larger than what they are able to finance themselves they have to convince colleagues to lend them the rest. “There is a social risk in doing something your colleagues think is stupid.” (Hamel, 2011).
People do not have to fit into predefined boxes. They are expected to take on bigger responsibilities as they develop further competencies. Therefore there are broader and more complicated roles than elsewhere (Hamel, 2011).
It may be concluded that in such organizations the employees have a lot of freedom to do what they are convinced is the best thing to serve the purpose. Simultaneously they have peer-negotiated responsibility for the results of their actions. There are almost no rigid structures like hierarchy and status markers which keep them from fulfilling their mission.
MANAGING PEOPLE Group Assignment - Examine the success of Google.comTolga Koymen
- Critically evaluate the performance of groups within Googles’ work culture.
- Discuss the concept of empowerment and its relevance to Google.
- Discuss what management problems you and your team foresee that Google faces in the next few years in order to remain competitive.
- Through your research discuss the success/failure of any other organisation which you consider to be similar in structure and managerial philosophy to Google.
Leaders and Innovative Leadership style Managing Change in a Globally Changin...TANKO AHMED fwc
The world runs on the fast-line driven by technological advancement and systems progression, fueled by innovative leadership. Change management becomes daunting task even for the strong, smart and savvy. This paper discusses the concepts and practice of innovative leadership style in a rapidly ever-changing global environment. The nudge theory is positioned as framework for discourse. Key concepts are defined, correlated and explained on challenges, prospects and the way forward. An exercise is designed for application of lessons learnt to real world situation in Nigeria.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
This presentation explains the difference between leadership development and management development with strong evidence why it matters and how this can drive business performance. Also some practical guidelines on how to develop leadership capability.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
It has been shown that a number of organizations – both profit and non-profit – show very successful results by applying organizational practices which radically contradict dominating convictions. The US-company Morning Star produces tomatoes worth $700 million annually with about 400 employees. They achieve a double-digit growth rate compared to the 1 % of their competitors. The Dutch neighborhood-nursing organization Buurtzorg grew from 10 employees to 7000 with a market share of 75% within 7 years. These are examples for organizations which differ fundamentally from well-known organizational structures. Among others, three central characteristics of them may be summarized as follows (Hamel, 2011, Laloux, 2014):
To serve the purpose or mission of the organization provides the leading orientation for every decision and action. Whether an idea or argument is good or bad will be judged by this estimation. Every employee at Morning Star for example “is responsible for drawing up a personal mission statement that outlines how he or she will contribute to the company’s goal of `producing tomato products and services which consistently achieve the quality and service expectations of our customers.´” (Hamel, 2011).
The power to take decisions is allocated to those people in the organization who are competent for it. Employees choose how much money to spend on what, even including salaries. They are responsible for acquiring the tools needed to do their work. Employees even define the strategy. There are no titles nor promotions because there is no hierarchy. In such organizations there are no managers anymore. However, everybody is a manager in terms of competencies to decide. One employee puts it like that: “I’m driven by my mission and my commitments, not by a manager.” (Hamel, 2011).
Employees negotiate responsibilities with their peers. They apply market-style practices within their relationships. If they want to make investments larger than what they are able to finance themselves they have to convince colleagues to lend them the rest. “There is a social risk in doing something your colleagues think is stupid.” (Hamel, 2011).
People do not have to fit into predefined boxes. They are expected to take on bigger responsibilities as they develop further competencies. Therefore there are broader and more complicated roles than elsewhere (Hamel, 2011).
It may be concluded that in such organizations the employees have a lot of freedom to do what they are convinced is the best thing to serve the purpose. Simultaneously they have peer-negotiated responsibility for the results of their actions. There are almost no rigid structures like hierarchy and status markers which keep them from fulfilling their mission.
Gary Hamel defines management innovation as a marked departure from traditional management principles, processes, and practices (or a departure from customary organizational forms that significantly alters the way the work of management is performed). He deems it the prime driver of sustainable competitive advantage in the 21st century.
7 models that will change your Innovation Management ‘Program’ Carlos Mendes
Presentation at Roads and Transport Authority and at Dubai Customs, during the UAE Innovation Week, November 2016:
I've been working with enterprise innovation management over the last 10 years. Working with private and public companies all over the world allows me to observe similar patterns in innovation management programs.
When reflecting about what to share at the 2016 UAE Innovation Week, I defined two constraints: present something that 1) could help avoiding the most commons problems that I see, and 2) that you can start using today .
Therefore, I shared 7 models that changed my way of addressing innovation at the organizational level.
They are indispensable to my professional practice and research activities. The models are rooted in the domains of organizational learning, communities of practice, knowledge management, complexity science, strategy and organizational change.
If you're avid for frame-breaking approaches and eager to start thinking and acting anew, I'm sure these models will be able to change your innovation 'program'. For better and for good!
I've included a 7-Day Challenge so you can try them out on a personal level.
At Glassroots, we facilitate change by engaging all stakeholders. One of the keys to succes is a shared leadership model. This is our keynote speech about the topic. We share our learnings through different formats, from 10 min. pecha kucha talks to 3 hour workshops with tailor made exercises for your organisation. Bookings on www.glassroots.com
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.
Slide show in Swedish om Personligt Varumärke and Personal Branding. Created in 2009. Behandlar vikten av att tänka på ditt personliga varumärke och vad du kan tänka på för att utveckla det.
Notes in Swedish from Lecture presentation in Creativity - in Raw format for my own use.
Will add and modify this later to a more usable presentation.... for others to understand.
14. My message today
• The society, companies and the world of
organizations will go through some radical changes
the next 10 - 15 years.
• There are now more than ever a time to question
current management thinking and actively explore
a more relevant practice and theory.
• A new management thinking or thinking of
management can be at least as important as to
developt a new market thinking.
15. WARNING!
This lecture is partly based on personal
beliefs and experiences more than
academic and scientific verified
knowledge.
17. 21% - 38%
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.
18. 21% - 38%
TRULY ENGAGED
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.
19. 21% - 38%
TRULY ENGAGED ENTIRELY DISENGAGED
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.
20. QUESTION: Why do you believe the
language of beauty, love, justice and
service is so notably absent in the
corporate realm? And what would you
do to remedy that fact??!?!
Work in pairs or small groups
21. Change pressure
Questioning of Perspective on
todays methods change and
and practices innovation
Management
Innovation
If I where a
Two
student today
What is A small examples
management exercise
innovation
22. Change Pressure
Three strong forces that affects organizations
now and will increase over the next 10
years:
• Adaption of Resources
• Digitalization
• Humanification
23. Questioning of todays
methods and practices
• Change pressure?
• Can you handle the business challenges with logical
thinking?
• The dilemma with hierarchy?
• Incompetent leaders?
• Where does the entrepreneurship grows?
• Is the reality in coherence with the methods being
taught?
• Can a “MBA” become a burden more that an asset...?
24. Most important
question!
Has the management ideology what has been
following us the last 100 years - the
capability to free and fully harness the human
potential in an organization?
25. Pressure on (BIG)
hierarchies
• More and more energy is put to hold
together the hierarchal system.
Is it worth it?
• More open and network based systems
show more adaptability and creativity.
• Anonymous owners and white collar
worker monitoring in large corporations has
created negative foot prints in the economy.
26. A world with both!
Conscious choices in Conscious choices of
business models management models
• sources or revenue • define goals/
objectives
• cost structure
• creating motivation
• what to make / buy
• coordinating activities
• how to make a profit
• Allocating resources
Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009
27. Perspective on change and
innovation
• Most important today: control or renewal?
• Best: Large or small?
• Relevance: What is the key point with our
business?
28. Rule #5
Change is a math formula:
Change happens when the cost of the status
quo exceeds the risks of change.
30. The relevance in leadership
for success and failure?
from thisisindexed.com
31. The relevance in leadership
for success and failure?
from thisisindexed.com
32. What is management
innovation?
• A terminology, framework and knowledge
field in its making.
• Driven among others by Gary Hamel and
Julian Berkinshaw at London Business
School
34. MI needs to be reviewed
in its context!
• Same thinking for over 100 years.
• Strong external pressure on change on
Companies and Organizations
• Previous frames and limitations are becoming
a burden and increasingly dangerous.
• Is todays Management Principles mankind's
best and most splendid solution - or...
is there something better?
35. „Management innovation is anything
that substantially alters the way in
which the work of management is
carried out, or significantly modifies
customary organizational forms,
and, by doing so, advances
organizational goals.“
Gary Hamel
36. The Innovation Map: 4 prototypal innovation types
Internal
Operational Management
Innovation Innovation
Continuous Discontinuous
Product & Service Strategic
Innovation Innovation
from Gary Hamel ”The Future of Management”, 2007 External
37. From Management Innovation to Competitive Advantage
3 conditions, the innovation is…
a novel management principle, challenging some long-standing orthodoxy
systemic, encompassing a range of processes and methods
part of an ongoing program of rapid invention where progress compounds over
time
from Gary Hamel ”The Future of Management”, 2007
38. An Agenda for Management Innovation
1. what are the new challenges the future has in store for your company?
2. what are the tough balancing acts your company never seems to get right?
3. what are the biggest gaps between rhetoric and reality in your company?
4. what are the frustrating incompetencies that plague your company?
from Gary Hamel ”The Future of Management”, 2007
39. Making Innovation Everyone‘s Job
Barriers
Creative Apartheid
Old Mental Models
No Slack
from Gary Hamel ”The Future of Management”, 2007
40. Creating a Company Where Everyone Gives Their Best
Barriers
Too much management, too little freedom
Too much hierarchy, too little community
Too much exhortation, too little purpose
from Gary Hamel ”The Future of Management”, 2007
41. Framework for dimensions
in management
Today In 5 years
Reach
the
Ends
Goals
Direct Indirect
Create
Motivation
External Internal
Horizontal
Coordination
Means
Bureaucracy Evolving
Vertical
Coordination
Hierarchy Collective Wisdom
Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009
43. Building an Innovation
Democracy
the W.L. Gore way • Energizing and
demanding
• A lattice, not a hierachy • Big yet personal
• No bosses, but plenty of • Focused, but no core
leaders business
• Sponsors instead of • Tenacious, and risk
bosses averse
• Free to experiment
• Commitments, not
assignments
from Gary Hamel ”The Future of Management”, 2007
44. Building an Innovation
Democracy
Lessons learned
• Management innovation often redistributes
power.
• In the short run, the costs of management
innovation may be more visible than the
benefits
• Don‘t be timid
from Gary Hamel ”The Future of Management”, 2007
45. Aiming for an Evolutionary
Advantage
the Google way • small, self-managing teams
• a formula for innovation. • the freedom to follow
70-20-10 your nose
• a company that feels like • rapid, low-cost
grad school experimentation
• the chance to change the • differential rewards
world • a continuous companywide
• a bozo-free zone conversation
• dramatically flat, radically • an expansive business
decentralized definition
from Gary Hamel ”The Future of Management”, 2007
46. Aiming for an Evolutionary
Advantage
Lessons learned
• The internet itself may be the best metaphor for
21st-century management.
• Experienced mangers may not make the best
management innovators.
• Management innovations that humanize work are
irresistible.
from Gary Hamel ”The Future of Management”, 2007
47. New Principles
Variety Activism
– Experimentation beats planning – Leaders are accountable to the
– All mutations are mistakes governed
– Darwian selection doesn‘t need SVPs – Everyone has a right to dissent
– The broader the gene pool, the – Leadership is distributed
better Meaning
Flexibility – The mission matters
– Markets are more dynamic than – People change for what they care
hierarchies about
– Build a market and the innovators Serendipity
will come – Diversity begets creativity
– Operational efficiency ≠ strategic – You can organize for serendipity
efficiency – Pigeonholes are for pigeons, not for
people
from Gary Hamel ”The Future of Management”, 2007
48. A small exercise:
What do you think?
What do you want?
• Talk 2 and 2 for couple of minutes.
• Is the thoughts around management
innovation motivated and what we wish
for?
• Do you see yourself as potential
management-innovators?
49. If I where student today...
• Look very critical on what is offered in the academic sector
• To learn more, much more than is expected/demanded
• Shadowbooks in my library
• Make sure I’d have active contacts and monitoring of the
most progressive companies and organizations. In the
world!
• Work in parallel with my studies
• Foster my creativity and curiosity
• Make my self to a change agent, entrepreneur and leader.
50. I claim
• That you will in your work life easier
handle and assess a new business idea than
a new management idea, and even more in
managing both at the same time.
• A MBA can be a burden as well as an asset.
• So hard are we fostered and marked by the
prevailing management model that is in
place.
52. Rule #52
Beware.
There are teachers everywhere.
53. Summary
• The society, companies and the world of
organizations will go through some radical changes
the next 10 - 15 years.
• How we are running businesses and organizations
will be more important long-term for success than
what we do.
• To break free from a 100 year old management
doctrine is a very fundamental part in creating a
sustainable society.
• Don’t place your destiny in the wrong hands. Make
conscious choices in your life and career.
56. alexander@vanriesen.com
www.vanriesen.com
www.twitter.com/vanriesen
It is amazing what you can accomplish
if you do not care who gets the credit.
Harry S. Truman
what are the new challenges the future has in store for your company? What are the emerging discontinuities that will stretch management processes and practices to the breaking point? What‘s the „tomorrow problem“ that you need to start working on right now?
what are the tough balancing acts your company never seems to get right? Is there a critical trade-offs where one side always seems to prevail at the expense of the other? What‘s frustrating „either/or“ you‘d like to turn into an „and“?
what are the biggest gaps between rhetoric and reality in your company? What are the values it has the hardest time living up to, or finds most difficult to institutionalize? What‘s the espoused ideal you‘d like to turn into an embedded capability?
what are you indignant about? What are the frustrating incompetencies that plague your company and the other organizations like it? What‘s the „can‘t do“ that needs to become a „can do“?
Serendipity = Glück, Zufall
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