SlideShare a Scribd company logo
Antwerp, 09.12.2014 
Dare Festival 
@NielsPflaeging 
1
2
3
4
5 
Local markets, 
high customization 
high 
dynamics
6 
Sluggish/dull, 
low dynamics 
high 
dynamics 
Spacious markets, 
little competition 
Local markets, 
high customization
7 
Sluggish/dull, 
low dynamics 
high 
dynamics 
high 
dynamics 
Spacious markets, 
little competition 
“Outperformers” exercise 
market pressure over 
conventional companies 
Local markets, 
high customization
8
9 
Dynamic part of 
value creation 
Solution: Man 
Formal part of 
value creation 
Solution: Machine
10 
Dynamic part of 
value creation 
Solution: Man 
Formal part of 
value creation 
Solution: 
Machine 
Sluggish/dull, 
low dynamics 
high 
dynamics 
high 
dynamics 
Age of 
Crafts Manu-facturing 
Industrial Age/ 
Age of 
Tayloristic Industry 
Age of 
Global 
Markets 
1850/1900 
Spacious markets, 
little competition 
“Outperformers” exercise 
market pressure over 
conventional companies 
Local markets, 
high customization 
1970/80 today
11
12
13
14 
Indústry 
Retail 
Servicies 
Government/ 
NGOs 
It is possible.
15 
Periphery 
Market 
Center
16 
1 Impulse 
4 Command 
3 Decision 
2 Information 
5 Reaction 
Center 
Market 
Periphery 
Client 
Is in 
charge!
17 
1 Impulse 
2 Decision 
3 Reaction 
Center 
Market 
Periphery 
Client 
Serves the 
periphery, 
if needed 
Is in 
charge!
18
19 
• Transparency & Improvement 
• Comparisons between peers 
• Comparisons with previous periods 
• Dialog and Dissent 
• Social and group pressure 
• Pay by market value 
• Results Sharing 
• … 
• Fixed, individual targets 
• Management by Objectives 
• Budgets and Plans 
• Performance Appraisal 
• Hierarchical Pressure 
• Pay by Position or Performance 
• Incentives and Bonuses 
• …
20 
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
21
Under the right conditions, people are motivated 
by the desire to realize their own potential 
22 
Theory X Theory Y 
Attitude 
People need to work and want to take an interest 
in it. Under right conditions, they enjoy it 
People dislike work, 
find it boring, and will avoid it if they can 
Direction 
People will direct themselves 
towards a target that they accept 
Responsibility 
People will seek and accept responsibility, 
under the right conditions 
Motivation 
Creativity 
Creativity and ingenuity are widely distributed 
and grossly underused 
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
23 
Behaviors 
Context 
Human 
Nature
24
25 
”Meritocracy“ 
Org charts 
Budgeting Planning 
Forecasting 
Control of work hours 
Job Descriptions 
Travel policies 
Competencies Management 
Holiday applications 
Performance Appraisal/360° 
Incentives 
Individual targets 
Salary ranges 
Training budgets 
Personnel Development 
Target negotiation 
”Personnel Expenses“ 
Suggestion boxes 
Assessment Centers 
Knowledge Management 
Pay for Performance 
Paid extra hours 
Bonuses 
Sales quotas 
Dress codes 
Job titles 
HR 
Allocations 
Cost Management 
Plan-Actual variances 
Forecasting 
MbO 
Strategic planning 
Jours fixes 
SWOT analysis 
Earnings guidance
26
27 
3. Fase „beta“ 
o “fase de integración“ 
Transformación tipo 2: 
“Profundización“ 
2. Fase „alpha“ 
1. Start-up phase 
or “Pioneer phase “ 
Transformación tipo 1: 
“Burocratización“ 
Transformación tipo 3: 
“Transformación Beta“ 
o “fase de diferenciación“ 
Young organization Older organization
28 
3. Fase „beta“ 
o “fase de integración“ 
Transformación tipo 2: 
“Profundización“ 
1. Start-up phase 
or “Pioneer phase “ 
Transformación tipo 1: 
“Burocratización“ 
Transformación tipo 3: 
“Transformación Beta“ 
2. Alpha phase 
or “Differentiation phase“ 
Young organization Older organization
29 
Transformación tipo 2: 
“Profundización“ 
1. Start-up phase 
or “Pioneer phase “ 
Transformación tipo 1: 
“Burocratización“ 
3. Beta phase 
or “Integration phase“ 
Transformación tipo 3: 
“Transformación Beta“ 
2. Alpha phase 
or “Differentiation phase“ 
Young organization Older organization
30 
1. Start-up phase 
or “Pioneer phase “ 
Type 2 transformation 
“Deepening“ 
2. Alpha phase 
Type 1 transformation: 
“Bureaucratization“ 
Type 3 transformation: 
“Beta Transformation“ 
or “Differentiation phase“ 
3. Beta phase 
or “Integration phase“ 
Young organization Older organization
31 
Culture
32 
Formal Structure
33 
Informal Structure
34 
Value Creation Structure
35 
Compliance, Power Social Work/Value Creation 
Formal Structure Informal Structure Value Creation Structure
36
37
38 
www.organizeforcomplexity.com
39 
@NielsPflaeging 
nielspflaeging.com 
organizeforcomplexity.com 
betacodex.org 
slideshare.net/npflaeging

More Related Content

What's hot

Organisation und Arbeit im Zeitalter der Komplexität
Organisation und Arbeit im Zeitalter der KomplexitätOrganisation und Arbeit im Zeitalter der Komplexität
Organisation und Arbeit im Zeitalter der Komplexität
Niels Pflaeging
 
Die Erfindung zweier Managements (BetaCodex17)
Die Erfindung zweier Managements (BetaCodex17)Die Erfindung zweier Managements (BetaCodex17)
Die Erfindung zweier Managements (BetaCodex17)
Niels Pflaeging
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
Johnny Ordóñez
 
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTUREREDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
Human Capital Media
 
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
Niels Pflaeging
 
Agile - Como convencer a tu jefe (o a la Dirección)
Agile - Como convencer a tu jefe (o a la Dirección)Agile - Como convencer a tu jefe (o a la Dirección)
Agile - Como convencer a tu jefe (o a la Dirección)
Xavier Albaladejo
 
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
Niels Pflaeging
 
Agile Placemat v9
Agile Placemat v9Agile Placemat v9
Agile Placemat v9
Chris Webb
 
Good to great
Good to greatGood to great
Good to great
GMR Group
 
Making Performance Work (BetaCodex10)
Making Performance Work (BetaCodex10)Making Performance Work (BetaCodex10)
Making Performance Work (BetaCodex10)
Niels Pflaeging
 
Leading in Paradox: An introduction to polarities
Leading in Paradox: An introduction to polaritiesLeading in Paradox: An introduction to polarities
Leading in Paradox: An introduction to polarities
Cheryl Doig
 
Agile -La transformación desde el Comité de Dirección
Agile -La transformación desde el Comité de DirecciónAgile -La transformación desde el Comité de Dirección
Agile -La transformación desde el Comité de Dirección
Xavier Albaladejo
 
Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci ANZ
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3
Krystian Kaczor
 
Good to great ppt (vww)
Good to great ppt (vww)Good to great ppt (vww)
Good to great ppt (vww)
Vincent Wedelich, PE MBA
 
Good To Great
Good To GreatGood To Great
Good To Great
swchase
 
Organisational culture eats strategy for breakfast, lunch and dinner
Organisational culture eats strategy for breakfast, lunch and dinnerOrganisational culture eats strategy for breakfast, lunch and dinner
Organisational culture eats strategy for breakfast, lunch and dinner
Torben Rick
 
Performancesysteme und Relative Ziele (BetaCodex 10)
Performancesysteme und Relative Ziele (BetaCodex 10)Performancesysteme und Relative Ziele (BetaCodex 10)
Performancesysteme und Relative Ziele (BetaCodex 10)
Niels Pflaeging
 
FROM GOOD TO GREAT
FROM GOOD TO GREATFROM GOOD TO GREAT
FROM GOOD TO GREAT
ace boado
 
Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)
Maarten Cannaerts
 

What's hot (20)

Organisation und Arbeit im Zeitalter der Komplexität
Organisation und Arbeit im Zeitalter der KomplexitätOrganisation und Arbeit im Zeitalter der Komplexität
Organisation und Arbeit im Zeitalter der Komplexität
 
Die Erfindung zweier Managements (BetaCodex17)
Die Erfindung zweier Managements (BetaCodex17)Die Erfindung zweier Managements (BetaCodex17)
Die Erfindung zweier Managements (BetaCodex17)
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
 
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTUREREDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
REDEFINING AND RESKILLING THE PROFESSIONAL OF THE FUTURE
 
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
Work the System - Keynote von Niels Pfläging bei der Solutions: 2022 (Hamburg/D)
 
Agile - Como convencer a tu jefe (o a la Dirección)
Agile - Como convencer a tu jefe (o a la Dirección)Agile - Como convencer a tu jefe (o a la Dirección)
Agile - Como convencer a tu jefe (o a la Dirección)
 
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
Work the System - Keynote von Niels Pfläging bei Lean Around the Clock 2022 (...
 
Agile Placemat v9
Agile Placemat v9Agile Placemat v9
Agile Placemat v9
 
Good to great
Good to greatGood to great
Good to great
 
Making Performance Work (BetaCodex10)
Making Performance Work (BetaCodex10)Making Performance Work (BetaCodex10)
Making Performance Work (BetaCodex10)
 
Leading in Paradox: An introduction to polarities
Leading in Paradox: An introduction to polaritiesLeading in Paradox: An introduction to polarities
Leading in Paradox: An introduction to polarities
 
Agile -La transformación desde el Comité de Dirección
Agile -La transformación desde el Comité de DirecciónAgile -La transformación desde el Comité de Dirección
Agile -La transformación desde el Comité de Dirección
 
Prosci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodologyProsci Webinar - Applying the Prosci ADKAR methodology
Prosci Webinar - Applying the Prosci ADKAR methodology
 
Agile transformation 1.3
Agile transformation 1.3Agile transformation 1.3
Agile transformation 1.3
 
Good to great ppt (vww)
Good to great ppt (vww)Good to great ppt (vww)
Good to great ppt (vww)
 
Good To Great
Good To GreatGood To Great
Good To Great
 
Organisational culture eats strategy for breakfast, lunch and dinner
Organisational culture eats strategy for breakfast, lunch and dinnerOrganisational culture eats strategy for breakfast, lunch and dinner
Organisational culture eats strategy for breakfast, lunch and dinner
 
Performancesysteme und Relative Ziele (BetaCodex 10)
Performancesysteme und Relative Ziele (BetaCodex 10)Performancesysteme und Relative Ziele (BetaCodex 10)
Performancesysteme und Relative Ziele (BetaCodex 10)
 
FROM GOOD TO GREAT
FROM GOOD TO GREATFROM GOOD TO GREAT
FROM GOOD TO GREAT
 
Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)Insights from the book 'Accelerate' (John P. Kotter)
Insights from the book 'Accelerate' (John P. Kotter)
 

Viewers also liked

Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
Niels Pflaeging
 
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
Niels Pflaeging
 
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
Niels Pflaeging
 
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan PratikleriİK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
Selcuk Alimdar, Ph.D, PSM III, PSPO I
 
Heroes of Leadership (BetaCodex14)
Heroes of Leadership (BetaCodex14)Heroes of Leadership (BetaCodex14)
Heroes of Leadership (BetaCodex14)
Niels Pflaeging
 
The Case for Transformation (BetaCodex05)
The Case for Transformation (BetaCodex05)The Case for Transformation (BetaCodex05)
The Case for Transformation (BetaCodex05)
Niels Pflaeging
 
Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
Complexitools - Keynote at #DeconstructingWork (Madrid/ES) Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
Niels Pflaeging
 
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
Niels Pflaeging
 
Heart of Transformation Agile Bodensee
Heart of Transformation Agile BodenseeHeart of Transformation Agile Bodensee
Heart of Transformation Agile Bodensee
Olaf Lewitz
 
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
Niels Pflaeging
 
Xing New Work Night
Xing New Work NightXing New Work Night
Xing New Work Night
Peter Kruse
 
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
Niels Pflaeging
 
Leading Change: Why most change methods fail and what to do instead
Leading Change: Why most change methods fail and what to do insteadLeading Change: Why most change methods fail and what to do instead
Leading Change: Why most change methods fail and what to do instead
Esther Derby
 
Inqa Monitor Forum Gute Fuehrung
Inqa Monitor Forum Gute FuehrungInqa Monitor Forum Gute Fuehrung
Inqa Monitor Forum Gute Fuehrung
Peter Kruse
 
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
Niels Pflaeging
 
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
Niels Pflaeging
 
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
Niels Pflaeging
 
僕らのKPTA
僕らのKPTA僕らのKPTA
僕らのKPTA
Hideki Hashizume
 
Organization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship OpportunitiesOrganization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship Opportunities
Jane McConnell
 
The Beyond Budgeting Principles
The Beyond Budgeting PrinciplesThe Beyond Budgeting Principles
The Beyond Budgeting Principles
Lean Enterprise Software and Systems Conference
 

Viewers also liked (20)

Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...
 
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
Organize for Complexity - keynote at Agile Turkey Summit 2014 (Istanbul/TR)
 
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
Turn Your Company Outside-In! A paper on cell structure design, part II (Beta...
 
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan PratikleriİK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
İK 3.0: Karmaşıklık Dünyasında Çevik İnsan Pratikleri
 
Heroes of Leadership (BetaCodex14)
Heroes of Leadership (BetaCodex14)Heroes of Leadership (BetaCodex14)
Heroes of Leadership (BetaCodex14)
 
The Case for Transformation (BetaCodex05)
The Case for Transformation (BetaCodex05)The Case for Transformation (BetaCodex05)
The Case for Transformation (BetaCodex05)
 
Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
Complexitools - Keynote at #DeconstructingWork (Madrid/ES) Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
Complexitools - Keynote at #DeconstructingWork (Madrid/ES)
 
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
Organisation für Komplexität: Anforderungsmanagement und ganze Systeme... Key...
 
Heart of Transformation Agile Bodensee
Heart of Transformation Agile BodenseeHeart of Transformation Agile Bodensee
Heart of Transformation Agile Bodensee
 
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
Organisation für Komplexität - Keynote von Niels Pfläging bei der CIB Control...
 
Xing New Work Night
Xing New Work NightXing New Work Night
Xing New Work Night
 
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
Organisation, Arbeit & Leistung in Komplexität - Keynote von Niels Pfläging, ...
 
Leading Change: Why most change methods fail and what to do instead
Leading Change: Why most change methods fail and what to do insteadLeading Change: Why most change methods fail and what to do instead
Leading Change: Why most change methods fail and what to do instead
 
Inqa Monitor Forum Gute Fuehrung
Inqa Monitor Forum Gute FuehrungInqa Monitor Forum Gute Fuehrung
Inqa Monitor Forum Gute Fuehrung
 
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
Organisation für Komplexität - Keynote von Niels Pfläging beim PM Forum 2014 ...
 
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
Organize for Complexity - Keynote by Niels Pflaeging at Scrum Gatering Prague...
 
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
Organisation für Komplexität - Keynote von Niels Pfläging für Kunden, Hamburg...
 
僕らのKPTA
僕らのKPTA僕らのKPTA
僕らのKPTA
 
Organization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship OpportunitiesOrganization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship Opportunities
 
The Beyond Budgeting Principles
The Beyond Budgeting PrinciplesThe Beyond Budgeting Principles
The Beyond Budgeting Principles
 

Similar to Organize for Complexity - keynote at Dare Festival 2014 (Antwerp/BE)

Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
Niels Pflaeging
 
Spark 2016 Niels Pflaeging
Spark 2016 Niels PflaegingSpark 2016 Niels Pflaeging
Spark 2016 Niels Pflaeging
Spark Canada
 
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
 Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To... Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
Niels Pflaeging
 
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
Niels Pflaeging
 
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
Arik Johnson
 
Corporate Venturing: the future is called collaboration
Corporate Venturing: the future is called collaborationCorporate Venturing: the future is called collaboration
Corporate Venturing: the future is called collaboration
Duval Union Consulting
 
'Meet the investor' workshop @ Startup Week 2011
'Meet the investor' workshop @ Startup Week 2011'Meet the investor' workshop @ Startup Week 2011
'Meet the investor' workshop @ Startup Week 2011
STARTeurope
 
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
Arik Johnson
 
Global Market Access Workshop
Global Market Access WorkshopGlobal Market Access Workshop
Global Market Access Workshop
Bedaya Program / PICTI
 
SIIA Previews Presentation 2009
SIIA Previews Presentation 2009SIIA Previews Presentation 2009
SIIA Previews Presentation 2009
Roger Ehrenberg
 
Startuplandia Unplugged - How to do a Startup
Startuplandia Unplugged - How to do a StartupStartuplandia Unplugged - How to do a Startup
Startuplandia Unplugged - How to do a Startup
Neal Dikeman
 
How To Raise Your First Round of Capital
How To Raise Your First Round of CapitalHow To Raise Your First Round of Capital
How To Raise Your First Round of Capital
Jeffrey Bussgang
 
Key Elements of a Successful Startup
Key Elements of a Successful StartupKey Elements of a Successful Startup
Key Elements of a Successful Startup
Center for Entrepreneurship (C4E), University of Cyprus
 
Aalto vg mickos_20110401
Aalto vg mickos_20110401Aalto vg mickos_20110401
Aalto vg mickos_20110401
Aalto Entrepreneurship Society
 
Vistage CEO Session
Vistage CEO SessionVistage CEO Session
Vistage CEO Session
Roshan Thiran
 
How should supply chain adapt with changing times and the future - Piotr Pola...
How should supply chain adapt with changing times and the future - Piotr Pola...How should supply chain adapt with changing times and the future - Piotr Pola...
How should supply chain adapt with changing times and the future - Piotr Pola...
ELSCC
 
Gravity v0.2
Gravity v0.2Gravity v0.2
Gravity v0.2
Harsh Jawharkar
 
DNA of a great companies
DNA of a great companiesDNA of a great companies
DNA of a great companies
Chuck Kocher | Business Strategist
 
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
Roger Ehrenberg
 
Dynamic-Robust Problem Solving (BetaCodex07)
Dynamic-Robust Problem Solving (BetaCodex07)Dynamic-Robust Problem Solving (BetaCodex07)
Dynamic-Robust Problem Solving (BetaCodex07)
Niels Pflaeging
 

Similar to Organize for Complexity - keynote at Dare Festival 2014 (Antwerp/BE) (20)

Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
Organize for Complexity - Keynote by Niels Pflaeging at Agile in Africa (Accr...
 
Spark 2016 Niels Pflaeging
Spark 2016 Niels PflaegingSpark 2016 Niels Pflaeging
Spark 2016 Niels Pflaeging
 
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
 Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To... Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
Organize for Complexity - Keynote by Niels Pflaeging at Spark the Change (To...
 
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
Organize for Complexity - Keynote by Niels Pflaeging at Stretch Leadership & ...
 
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
SCIP & PDMA 20090917 Milwaukee - Intelligence 2.0: A Worldview For Anticipati...
 
Corporate Venturing: the future is called collaboration
Corporate Venturing: the future is called collaborationCorporate Venturing: the future is called collaboration
Corporate Venturing: the future is called collaboration
 
'Meet the investor' workshop @ Startup Week 2011
'Meet the investor' workshop @ Startup Week 2011'Meet the investor' workshop @ Startup Week 2011
'Meet the investor' workshop @ Startup Week 2011
 
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
Intelligence Solutions Design - ATELIS-ICI Keynote 20110407
 
Global Market Access Workshop
Global Market Access WorkshopGlobal Market Access Workshop
Global Market Access Workshop
 
SIIA Previews Presentation 2009
SIIA Previews Presentation 2009SIIA Previews Presentation 2009
SIIA Previews Presentation 2009
 
Startuplandia Unplugged - How to do a Startup
Startuplandia Unplugged - How to do a StartupStartuplandia Unplugged - How to do a Startup
Startuplandia Unplugged - How to do a Startup
 
How To Raise Your First Round of Capital
How To Raise Your First Round of CapitalHow To Raise Your First Round of Capital
How To Raise Your First Round of Capital
 
Key Elements of a Successful Startup
Key Elements of a Successful StartupKey Elements of a Successful Startup
Key Elements of a Successful Startup
 
Aalto vg mickos_20110401
Aalto vg mickos_20110401Aalto vg mickos_20110401
Aalto vg mickos_20110401
 
Vistage CEO Session
Vistage CEO SessionVistage CEO Session
Vistage CEO Session
 
How should supply chain adapt with changing times and the future - Piotr Pola...
How should supply chain adapt with changing times and the future - Piotr Pola...How should supply chain adapt with changing times and the future - Piotr Pola...
How should supply chain adapt with changing times and the future - Piotr Pola...
 
Gravity v0.2
Gravity v0.2Gravity v0.2
Gravity v0.2
 
DNA of a great companies
DNA of a great companiesDNA of a great companies
DNA of a great companies
 
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
Presentation to Larry Lenihan's NYU Entrepreneurship Class April 2010
 
Dynamic-Robust Problem Solving (BetaCodex07)
Dynamic-Robust Problem Solving (BetaCodex07)Dynamic-Robust Problem Solving (BetaCodex07)
Dynamic-Robust Problem Solving (BetaCodex07)
 

More from Niels Pflaeging

The EdTech Triad: How tech, didactics & content interact. What this means for...
The EdTech Triad: How tech, didactics & content interact. What this means for...The EdTech Triad: How tech, didactics & content interact. What this means for...
The EdTech Triad: How tech, didactics & content interact. What this means for...
Niels Pflaeging
 
The future of organizational learning is discursive & self-organized
The future of organizational learning is discursive & self-organizedThe future of organizational learning is discursive & self-organized
The future of organizational learning is discursive & self-organized
Niels Pflaeging
 
The small group miracle: Where learning & performance meet
The small group miracle: Where learning & performance meetThe small group miracle: Where learning & performance meet
The small group miracle: Where learning & performance meet
Niels Pflaeging
 
Technology, didactics, content: The triad of discourse learning
Technology, didactics, content:  The triad of discourse learningTechnology, didactics, content:  The triad of discourse learning
Technology, didactics, content: The triad of discourse learning
Niels Pflaeging
 
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & EntwicklungWunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
Niels Pflaeging
 
Technologie, Didaktik, Content: Der Dreiklang des Diskurslernens
Technologie, Didaktik, Content: Der Dreiklang des DiskurslernensTechnologie, Didaktik, Content: Der Dreiklang des Diskurslernens
Technologie, Didaktik, Content: Der Dreiklang des Diskurslernens
Niels Pflaeging
 
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiertDie Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
Niels Pflaeging
 
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Niels Pflaeging
 
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
Niels Pflaeging
 
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
Niels Pflaeging
 
The Invention of Managements (BetaCodex17)
The Invention of Managements (BetaCodex17)The Invention of Managements (BetaCodex17)
The Invention of Managements (BetaCodex17)
Niels Pflaeging
 
Niels Pflaeging speaker profile 02-2021
Niels Pflaeging speaker profile 02-2021Niels Pflaeging speaker profile 02-2021
Niels Pflaeging speaker profile 02-2021
Niels Pflaeging
 
Von Hier nach Neu im Jetzt: Change als Flippen (BetaCodex16)
Von Hier nach Neu im Jetzt:Change als Flippen (BetaCodex16)Von Hier nach Neu im Jetzt:Change als Flippen (BetaCodex16)
Von Hier nach Neu im Jetzt: Change als Flippen (BetaCodex16)
Niels Pflaeging
 
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
Niels Pflaeging
 
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
Niels Pflaeging
 
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
Niels Pflaeging
 
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
Niels Pflaeging
 
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
Niels Pflaeging
 
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
Niels Pflaeging
 
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR) Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
Niels Pflaeging
 

More from Niels Pflaeging (20)

The EdTech Triad: How tech, didactics & content interact. What this means for...
The EdTech Triad: How tech, didactics & content interact. What this means for...The EdTech Triad: How tech, didactics & content interact. What this means for...
The EdTech Triad: How tech, didactics & content interact. What this means for...
 
The future of organizational learning is discursive & self-organized
The future of organizational learning is discursive & self-organizedThe future of organizational learning is discursive & self-organized
The future of organizational learning is discursive & self-organized
 
The small group miracle: Where learning & performance meet
The small group miracle: Where learning & performance meetThe small group miracle: Where learning & performance meet
The small group miracle: Where learning & performance meet
 
Technology, didactics, content: The triad of discourse learning
Technology, didactics, content:  The triad of discourse learningTechnology, didactics, content:  The triad of discourse learning
Technology, didactics, content: The triad of discourse learning
 
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & EntwicklungWunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
Wunderding Kleingruppe: Nahtstelle zwischen Lernen & Entwicklung
 
Technologie, Didaktik, Content: Der Dreiklang des Diskurslernens
Technologie, Didaktik, Content: Der Dreiklang des DiskurslernensTechnologie, Didaktik, Content: Der Dreiklang des Diskurslernens
Technologie, Didaktik, Content: Der Dreiklang des Diskurslernens
 
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiertDie Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
Die Zukunft des Organisationslernens ist diskursiv & selbstorganisiert
 
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)
 
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
Die Macht der Ist-Zahlen - Keynote von Niels Pflaeging beim Candis Next Level...
 
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
Organisationsphysik: Strukturen, Macht & Leaderships (BetaCodex 11)
 
The Invention of Managements (BetaCodex17)
The Invention of Managements (BetaCodex17)The Invention of Managements (BetaCodex17)
The Invention of Managements (BetaCodex17)
 
Niels Pflaeging speaker profile 02-2021
Niels Pflaeging speaker profile 02-2021Niels Pflaeging speaker profile 02-2021
Niels Pflaeging speaker profile 02-2021
 
Von Hier nach Neu im Jetzt: Change als Flippen (BetaCodex16)
Von Hier nach Neu im Jetzt:Change als Flippen (BetaCodex16)Von Hier nach Neu im Jetzt:Change als Flippen (BetaCodex16)
Von Hier nach Neu im Jetzt: Change als Flippen (BetaCodex16)
 
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
Change is more like adding milk to coffee! - Niels Pflaeging at Remote Work 2...
 
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
Organizar para la Complejidad - Keynote by Niels Pflaeging at Mondragon Foro ...
 
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
Agile is Beta – keynote by Niels Pflaeging at Comeleon 2019 (Zagreb/HR)
 
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
Solving the agile transformation riddle - Keynote by Niels Pflaeging at Agile...
 
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
Complexitools - Keynote by Niels Pflaeging at Meetup de Agilismo de Madrid (M...
 
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
Invitation-based Leaderhsip & Transformation - The Way Ahead - Keynote by Nie...
 
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR) Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
Organize for Complexity - Keynote at Smart Work Conference 2018 (Seoul/KR)
 

Recently uploaded

VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
satpalsheravatmumbai
 
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish AgrawalANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
AgileNetwork
 
The University of Buckingham diploma
The University of Buckingham diplomaThe University of Buckingham diploma
The University of Buckingham diploma
uoxhom
 
University of Birmingham diploma
University of Birmingham diplomaUniversity of Birmingham diploma
University of Birmingham diploma
uoxhom
 
Southern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offerSouthern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offer
bpezeqe
 
The University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offerThe University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offer
bpezeqe
 
University of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offerUniversity of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offer
bpezeqe
 
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
AgileNetwork
 
PPTS for Directing Fourth Managerial Function
PPTS for Directing  Fourth Managerial FunctionPPTS for Directing  Fourth Managerial Function
PPTS for Directing Fourth Managerial Function
Sarika Malhotra
 
Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024
jdenoord
 
Agile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed SheblAgile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed Shebl
Mohamed Shebl, MBA,PRINCE2 ®,ITIL®,PMP
 
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
shalvikaprincessparv
 
Comparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo AirlinesComparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo Airlines
ayushsahoo220044
 
Tool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebrationTool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebration
uttammishra37
 
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
FahmiMohamood
 

Recently uploaded (15)

VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
VIP Kochi Girls Call Kochi 0X0000000X Doorstep High-Profile Girl Service Call...
 
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish AgrawalANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
ANIn Pune July 2024 | Mastering the Data Paradox by Ashish Agrawal
 
The University of Buckingham diploma
The University of Buckingham diplomaThe University of Buckingham diploma
The University of Buckingham diploma
 
University of Birmingham diploma
University of Birmingham diplomaUniversity of Birmingham diploma
University of Birmingham diploma
 
Southern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offerSouthern Illinois UniversityCarbondale degree Cert diploma offer
Southern Illinois UniversityCarbondale degree Cert diploma offer
 
The University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offerThe University of Nebraska degree Cert diploma offer
The University of Nebraska degree Cert diploma offer
 
University of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offerUniversity of California, San Francisco degree Cert diploma offer
University of California, San Francisco degree Cert diploma offer
 
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
ANIn Pune July 2024 | Bootstrapping Data Mesh for a Complex Enterprise by Bal...
 
PPTS for Directing Fourth Managerial Function
PPTS for Directing  Fourth Managerial FunctionPPTS for Directing  Fourth Managerial Function
PPTS for Directing Fourth Managerial Function
 
Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024Leadership development for Bachelor students FEPSAC 2024
Leadership development for Bachelor students FEPSAC 2024
 
Agile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed SheblAgile Methodology In-Brief : Created byMohamed Shebl
Agile Methodology In-Brief : Created byMohamed Shebl
 
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
VIP Dehradun Girls Call Dehradun 0X0000000X Doorstep High-Profile Girl Servic...
 
Comparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo AirlinesComparison Between Kingfisher and Indigo Airlines
Comparison Between Kingfisher and Indigo Airlines
 
Tool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebrationTool Kit For Ethical campaign celebration
Tool Kit For Ethical campaign celebration
 
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
Portfolio - Muhammad Ikmal Fahmi Bin Che Mohamood (Ikmal Fahmi)
 

Organize for Complexity - keynote at Dare Festival 2014 (Antwerp/BE)

  • 1. Antwerp, 09.12.2014 Dare Festival @NielsPflaeging 1
  • 2. 2
  • 3. 3
  • 4. 4
  • 5. 5 Local markets, high customization high dynamics
  • 6. 6 Sluggish/dull, low dynamics high dynamics Spacious markets, little competition Local markets, high customization
  • 7. 7 Sluggish/dull, low dynamics high dynamics high dynamics Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization
  • 8. 8
  • 9. 9 Dynamic part of value creation Solution: Man Formal part of value creation Solution: Machine
  • 10. 10 Dynamic part of value creation Solution: Man Formal part of value creation Solution: Machine Sluggish/dull, low dynamics high dynamics high dynamics Age of Crafts Manu-facturing Industrial Age/ Age of Tayloristic Industry Age of Global Markets 1850/1900 Spacious markets, little competition “Outperformers” exercise market pressure over conventional companies Local markets, high customization 1970/80 today
  • 11. 11
  • 12. 12
  • 13. 13
  • 14. 14 Indústry Retail Servicies Government/ NGOs It is possible.
  • 16. 16 1 Impulse 4 Command 3 Decision 2 Information 5 Reaction Center Market Periphery Client Is in charge!
  • 17. 17 1 Impulse 2 Decision 3 Reaction Center Market Periphery Client Serves the periphery, if needed Is in charge!
  • 18. 18
  • 19. 19 • Transparency & Improvement • Comparisons between peers • Comparisons with previous periods • Dialog and Dissent • Social and group pressure • Pay by market value • Results Sharing • … • Fixed, individual targets • Management by Objectives • Budgets and Plans • Performance Appraisal • Hierarchical Pressure • Pay by Position or Performance • Incentives and Bonuses • …
  • 20. 20 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
  • 21. 21
  • 22. Under the right conditions, people are motivated by the desire to realize their own potential 22 Theory X Theory Y Attitude People need to work and want to take an interest in it. Under right conditions, they enjoy it People dislike work, find it boring, and will avoid it if they can Direction People will direct themselves towards a target that they accept Responsibility People will seek and accept responsibility, under the right conditions Motivation Creativity Creativity and ingenuity are widely distributed and grossly underused 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
  • 23. 23 Behaviors Context Human Nature
  • 24. 24
  • 25. 25 ”Meritocracy“ Org charts Budgeting Planning Forecasting Control of work hours Job Descriptions Travel policies Competencies Management Holiday applications Performance Appraisal/360° Incentives Individual targets Salary ranges Training budgets Personnel Development Target negotiation ”Personnel Expenses“ Suggestion boxes Assessment Centers Knowledge Management Pay for Performance Paid extra hours Bonuses Sales quotas Dress codes Job titles HR Allocations Cost Management Plan-Actual variances Forecasting MbO Strategic planning Jours fixes SWOT analysis Earnings guidance
  • 26. 26
  • 27. 27 3. Fase „beta“ o “fase de integración“ Transformación tipo 2: “Profundización“ 2. Fase „alpha“ 1. Start-up phase or “Pioneer phase “ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ o “fase de diferenciación“ Young organization Older organization
  • 28. 28 3. Fase „beta“ o “fase de integración“ Transformación tipo 2: “Profundización“ 1. Start-up phase or “Pioneer phase “ Transformación tipo 1: “Burocratización“ Transformación tipo 3: “Transformación Beta“ 2. Alpha phase or “Differentiation phase“ Young organization Older organization
  • 29. 29 Transformación tipo 2: “Profundización“ 1. Start-up phase or “Pioneer phase “ Transformación tipo 1: “Burocratización“ 3. Beta phase or “Integration phase“ Transformación tipo 3: “Transformación Beta“ 2. Alpha phase or “Differentiation phase“ Young organization Older organization
  • 30. 30 1. Start-up phase or “Pioneer phase “ Type 2 transformation “Deepening“ 2. Alpha phase Type 1 transformation: “Bureaucratization“ Type 3 transformation: “Beta Transformation“ or “Differentiation phase“ 3. Beta phase or “Integration phase“ Young organization Older organization
  • 34. 34 Value Creation Structure
  • 35. 35 Compliance, Power Social Work/Value Creation Formal Structure Informal Structure Value Creation Structure
  • 36. 36
  • 37. 37
  • 39. 39 @NielsPflaeging nielspflaeging.com organizeforcomplexity.com betacodex.org slideshare.net/npflaeging