Contemporary organizations are still dominated by and even obssessed with hierarchy. As a result, what is presenting itself as Leadership all to often actually is Ladder-ship or even Ladder-sheep in real life organizations. The organizations of the future will have to move from the egocentric organization rules of today to a sociocentric model of organization in order to retain talent and sustaing their competitive edge.
The case of process driven organizaton: Droga Kolinska Group (in Slovenian)Branko Greganovic
Branko Greganovic gave a lecture at the Business Process Management conference in Ljubljana, Slovenia in October 2010. The lecture defines a process driven organization structure as a structure in which there are no hierarchical positions which are not required from the point of view of an efficient business process management. The case of Droga Kolinska Group, a leading regional food and beverage group headquartered in Slovenia, is presented to explain a management structure of a process driven organization with a real life example.
Process driven management structure is a structure which does not contain any roles with hierarchical powers not required to ensure efficiency of business processes. That is because an organization does not operate as a three dimensional confederation of organization units but rather as a perfectly flat two dimensional network of flows of business processes.
More often than we realize, inefficient operations are not caused by bad business process design but rather by the management structure (hierarchy) which is imposing unwarranted blockages onto business processes at numerous hierarchical check points on the borders between organization units and legal entities.
V okviru okroglih miz Tujina?!? Seveda! na Zavodu Študentksa svetovalnica, smo pripravili okroglo mizo na temo študentskih praks in študentskih del v tujini.
www.svetovalnica.com
The case of process driven organizaton: Droga Kolinska Group (in Slovenian)Branko Greganovic
Branko Greganovic gave a lecture at the Business Process Management conference in Ljubljana, Slovenia in October 2010. The lecture defines a process driven organization structure as a structure in which there are no hierarchical positions which are not required from the point of view of an efficient business process management. The case of Droga Kolinska Group, a leading regional food and beverage group headquartered in Slovenia, is presented to explain a management structure of a process driven organization with a real life example.
Process driven management structure is a structure which does not contain any roles with hierarchical powers not required to ensure efficiency of business processes. That is because an organization does not operate as a three dimensional confederation of organization units but rather as a perfectly flat two dimensional network of flows of business processes.
More often than we realize, inefficient operations are not caused by bad business process design but rather by the management structure (hierarchy) which is imposing unwarranted blockages onto business processes at numerous hierarchical check points on the borders between organization units and legal entities.
V okviru okroglih miz Tujina?!? Seveda! na Zavodu Študentksa svetovalnica, smo pripravili okroglo mizo na temo študentskih praks in študentskih del v tujini.
www.svetovalnica.com
"Bad bank" is the only efficient strategy to restructure a bankBranko Greganovic
Setting up a separate "bad bank" processes and management structure is the only efficient strategy to restructure a bank because banks do not possess understanding, processes and structures required to manage NPL portfolios. A "bad bank" structure could be set up as a par of existing balance sheet, as a separate balance sheet in the same banking group or by selling the portfolio to a third party specialized in distressed asset management.
"Employee engagement" (zavzetost zaposlenih) je pozitivno stanje zaposlenih z vidika čustev, znanja in vedenja; je trenutek, ko zaposleni mislijo, čutijo in delajo v skladu z organizacijskimi cilji, ker zares to verjamejo, obenem pa je intenzivno občutenje individualne navezanosti na organizacijo, delo in sodelavce.
Marjeta Tič Vesel, Pristop, v okviru mesečnega srečanja Društva za marketing Slovenije.
Organizations often lack an effective strategy management process that allows executives and managers to turn the strategy into operational results. A strategy management office is an organizational unit that manages both strategy development and execution in an integrated way.
"Bad bank" is the only efficient strategy to restructure a bankBranko Greganovic
Setting up a separate "bad bank" processes and management structure is the only efficient strategy to restructure a bank because banks do not possess understanding, processes and structures required to manage NPL portfolios. A "bad bank" structure could be set up as a par of existing balance sheet, as a separate balance sheet in the same banking group or by selling the portfolio to a third party specialized in distressed asset management.
"Employee engagement" (zavzetost zaposlenih) je pozitivno stanje zaposlenih z vidika čustev, znanja in vedenja; je trenutek, ko zaposleni mislijo, čutijo in delajo v skladu z organizacijskimi cilji, ker zares to verjamejo, obenem pa je intenzivno občutenje individualne navezanosti na organizacijo, delo in sodelavce.
Marjeta Tič Vesel, Pristop, v okviru mesečnega srečanja Društva za marketing Slovenije.
Organizations often lack an effective strategy management process that allows executives and managers to turn the strategy into operational results. A strategy management office is an organizational unit that manages both strategy development and execution in an integrated way.
THE MYTH OF HIERACHICAL POWER - why you do not need hierarchical power to manage business processes
1. www.process-conference.org
MIT HIERARHIČNE MOČI
zakaj vodenje poslovnih procesov
ne potrebuje hierarhične moči
mag. Branko Greganovič
branko.greganovic@gmail.com
Ljubljana, 18. oktober 2012
2. www.process-conference.org
HIERARHIČNA MOČ
Organizacijsko pravilo, ki
omogoča posameznikom na
določenih mestih v
organizaciji, da uveljavijo
svojo voljo, ne da bi jim bilo
pri tem treba upoštevati
stališča in argumente
sodelavcev – pravilo, ki
omogoča vodenje poslovnih
procesov z ukazovanjem.
3. www.process-conference.org
PREVLADA HIERARHIČNE MOČI
Hierarhična moč je še vedno
dominantna poteza večine
sodobnih organizacijskih
struktur
7. www.process-conference.org
HIERARHIJA IMA SVOJ POMEN
Nekateri položaji v organizacijski strukturi zahtevajo
hierarhična pooblastila v nekaterih poslovnih situacijah
Občasne ali izjemne situacije: iztekanje rokov, krizne
situacije, uvajanje sprememb, konflikt interesov pri delitvi
kadrov in sredstev...
Vodstveni položaji s pristojnostjo odločanja v teh občasnih
ali izjemnih situacijah
V vsakodnevnem poslovanju hierarhična moč deluje
učinkovito samo kot kredibilna grožnja, ki delujejo samo,
če nam je ni treba uporabljati
11. www.process-conference.org
ZAKAJ NE POTREBUJETE HIERARHIČNE MOČI?
Poslovni rezultati vedno
odvisni tudi od tistih kadrov in
sredstev, ki nam ali niso ali Kadri
sploh ne morejo biti
hierarhično podrejeni in jim
zato ne moremo ukazovati – Zemljišča
Denar
tako v sami organizaciji kot in zgradbe
zunaj nje Sredstva
Proizvodna
IT oprema
oprema
12. www.process-conference.org
TEMELJNA ODVISNOST OD DRUGIH – EKOSISTEM
[...] with ever greater
frequency, your success
depends not just on your
ability to execute your own
promises but also on whether
a host of partners—some
visible, some hidden—deliver
on their promises too.
prof. Ron Adner
The Wide Lens – A New Strategy for Innovation, 2012
13. www.process-conference.org
MATRIKA ZANESLJIVOSTI IN ŠTEVILA PARTNERJEV
Verjetnost, da bo vsak od partnerjev deloval povsem usklajeno
0,0000% 50% 75% 90% 95% 99% 99,9%
1000
potrebnih za izvedbo
Število partnerjev,
100
aktivnosti
50
10
5
14. www.process-conference.org
VERJETNOST USPEŠNE URESNIČITVE CILJEV
Verjetnost, da bo vsak od partnerjev deloval povsem usklajeno
90,4792% 50% 75% 90% 95% 99% 99,9%
1000 0% 0% 0% 0% 0% 37%
potrebnih za izvedbo
Število partnerjev,
100 0% 0% 0% 1% 37% 90%
aktivnosti
50 0% 0% 1% 8% 61% 95%
10 0% 6% 35% 60% 90% 99%
5 3% 24% 59% 77% 95% 100%
15. www.process-conference.org
ZAKLJUČEK
Sodobne organizacije so
prekompleksne, da bi se lahko
uspešno vodile z ukazovanjem –
njihova uspešnost ni odvisna od
sposobnosti ukazovanja, ampak
od sposobnosti sodelovanja,
komuniciranja ter deljenja
kadrov in sredstev podjetja.
16. www.process-conference.org
ZAKLJUČEK
“Most of us have – deep in our
minds – models of
management based on the
classic, centralized philosophy
of command and control. To
be successful in the world
we’re entering, we will need a
new set of mental models.”
Thomas W. Malone
MIT Sloan School of Management
17. www.process-conference.org
ZAKLJUČEK
Potrebujemo prehod iz
egocentričnega miselnega
modela, v katerem se svet
vrti okoli hierarhične moči,
v sociocentrični miselni
model organiziranosti v
središču katerega so
sodelovanje, komunikacija
ter sposobnost delitve
kadrov in sredstev
podjetja.
18. www.process-conference.org
MIT HIERARHIČNE MOČI
zakaj vodenje poslovnih procesov
ne potrebuje hierarhične moči
mag. Branko Greganovič
branko.greganovic@gmail.com