Back in 1984 Dr. W. Edwards Deming (best known for the "Plan - Do - Check - Act" cycle) foresaw the current economic crisis and its causes. He considered the "5 Deadly Diseases of Management" to be the root of the problem. In his virtual interview with Dr. Deming (who passed away in 1993), Mischa Ramseyer will take a closer look at these diseases - which are still prevalent today - and present some agile management recipes on how to prevent and cure these in today's world. The whole interview can be viewed on Youtube: http://www.youtube.com/watch?v=ehMAwIHGN0Y

1. Preventing the
5 Deadly Diseases of Management
Interview
with
W.
Edwards
Deming
Agile
Cure
by
Mischa
Ramseyer
Presented
@
GOTO
Zürich,
10.04.2013

2. Agile Coach & Trainer Management Coach & Trainer
hJp://www.management30.com
Mischa Ramseyer
@ramsyman

3. The Interview
Mischa RamseyerW. Edwards Deming (1900 – 1993)

4. Lack
of
Purpose
Short
Term
Thinking
Annual
RaSng
of
Perform.
Mobility
of
Mgmt
Mgmt
by
numbers

5. Our Mission
Stop the Virus!

6. Good to know our Mission!
What now?

7. Build awareness!
I cannot fight, what I don‘t see!

8. OK, we are aware...
What now?

9. Lack
of
Purpose
Short
Term
Thinking
Annual
RaSng
of
Perform.
Mobility
of
Mgmt
Mgmt
by
numbers

10. But where?
What‘s the most important thing?

11. Lack
of
Purpose
Short
Term
Thinking
Annual
RaSng
of
Perform.
Mobility
of
Mgmt
Mgmt
by
numbers

12. Define Purpose!
Why are you here?
hJp://www.scoJwhitelaw.com/gallery/

16. Be inspiring

17. Organize the world’s information
and make it universally
accessible and useful.
To provide
the best
customer
service
possible.
We’re always creating.
Define your Mission, or ...

18. 10.04.13
From
Vision
to
Backlog
18
hJp://www.liip.ch/staSc/manifesto/index.html
... a Manifesto

19. Align Business to Purpuse

20. Do you mean strategy alignment?

21. If the strategy isn‘t the foundation,
what is it then?

22. hJp://en.wikipedia.org/wiki/Zappos.com

23. Values:
hJp://labyrinthgal.blogspot.ch/2010/06/delivering-­‐happiness-­‐book-­‐report.html
Movement:
hJp://www.deliveringhappiness.com
To provide the best customer service possible.

25. hJp://www.liip.ch/de/who/philosophy

26. The set of guiding values, principles
and beliefs we call ...

27. hJp://enviableworkplace.com/company-­‐culture/

28. Values
&
Principles
• Who are we?
• Lifetime
Mission
• Why do we exist?
• 10 – 20 years
Vision
• What do we want?
• 5 - 10 years
Strategy
• How will we do it?
• 1 - 5 years
Alignment
©
2012
–
2013
pragmaSc
soluSons
gmbh

29. hJp://www.businessmodelgeneraSon.com/canvas
hJp://www.slideshare.net/Alex.Osterwalder/a-­‐business-­‐model-­‐for-­‐solar-­‐energy-­‐sunedison-­‐3319168

30. http://businessmodelsbeyondprofit.com

31. hJp://www.peerup.ch
Let peers rate!

32. hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf

33. hJp://www.valveso_ware.com/company/Valve_Handbook_LowRes.pdf

34. 1
KUDO
BOX
MANAGEMENT 3.0 WORKOUT
© 2012 JURGEN APPELO
MANAGEMENT30.COM/KUDOBOX
hJp://www.management30.com/workout/kudo-­‐box/

35. 6
Rewardscanworkforyourorganization,andnotagainst
it, when you take the following six rules into account:
Don’t promise rewards in advance.
Give rewards at unexpected moments, so
that people don’t change their intentions
and focus on the reward. When acknowled-
gement of good work comes as a surprise,
research says intrinsic motivation will not
be undermined [Pink, Drive l:524].
Keep anticipated rewards small.
Sometimes you cannot prevent people an-
ticipating a potential reward. In such cases,
according to research, big rewards are likely
to decrease the performance of people. This
might be because the stress of anticipation
will interfere with people’s working memory
[Fleming].
Reward continuously, not once.
Do not look just once per month or once per
year for something to celebrate. Every day
can be a day to celebrate something. When
people do useful work every day, every day
is an opportunity for a reward [McCrimmon,
“Celebrating Success”].
1 2 3 7
Reward publicly, not privately.
Everyone should understand what is rewar-
ded and why. The goal of giving rewards is
to acknowledge good work, and have people
enjoy it too. To achieve this, a regular public
reminder works better than an annual pri-
vate one [Alberg, “Celebrate Success”].
Reward behavior, not outcome.
Outcomes can often be achieved through
shortcuts, while behavior is about decent
work and effort. When you focus on good
behavior, people learn how to behave. When
you focus on desired outcomes, people may
learn how to cheat [Fleming].
Reward peers, not subordinates.
Rewards should not come just from the ma-
nager. Find a way for people to reward each
other, because peers often know better than
managers which of their colleagues deserve
a compliment [Tynan, “Reward Employees”].
These six rules for rewards give you the best chance at increasing
people’s performance and enjoyment, while encouraging intrinsic
motivation instead of destroying it. Notice that an incidental com-
pliment addressed at a colleague in a meeting, for a job well done,
satisfies all six criteria. A well-aimed kiss, blown carefully across a
conference table, can also do wonders, I’ve noticed (just kidding!) It’s
not that difficult to implement rewards well.
The Six Rules of Rewards
hJp://www.management30.com/workout/kudo-­‐box/

36. Develop Leaders from the inside!

37. We need
craftsman!

38. Shu
tradiSonal
wisdom,
learning
fundamentals
appren)ce
Ha
detachment,
breaking
with
tradiSon
journeyman
Ri
transcendence,
everything
is
natural
master
craftsman development
hJp://en.wikipedia.org/wiki/Shuhari
hJp://en.wikipedia.org/wiki/Master_cra_sman
hJp://www.management30.com/workout/business-­‐guilds/

39. OK, we understood that
craftsmanship is important, but
where are the leaders?

40. True North
Values
Challenge
Kaizen
Go and See
Teamwork
Respect for
Humanity
1. Commit to self-development
Learn to live True North values
through repeated learning cycles
2. Coach and
Develop Others
See & challenge true
potential in others through
self-development
learning cycles
3. Support Daily Kaizen
Build local capability throughout for
daily management & kaizen
4. Create Vision and
Align Goals
Create True North vision
& align goals vertically
and horizontally

41. Optimize the Whole!

42. But how can we do this?

43. Ask the „Ultimate Question“

44. It‘s called the Net Promoter Score
hJp://en.wikipedia.org/wiki/Net_Promoter

45. Is customer satisfaction the only
KPI that measures?

46. Take different perspectives into account!

47. It’s
like
a
balanced
scorecard,
but
2-­‐dimensional
perspective
dimension
1.
Time
2.
Tools
3.
People
4.
Value
5.
FuncSonality
6.
Quality
7.
Process
1. Employee
2. Team
3. Organization
4. Customer
5. Manager
6. Supplier
7. Community
hJp://www.management30.com

48. Install a Management Cockpit

49. Tipp: Create company-wide goals!

50. Lack
of
Purpose
Short
Term
Thinking
Annual
RaSng
of
Perform.
Mobility
of
Mgmt
Mgmt
by
numbers

51. Define
Purpose
Align
business
to
purpuse
Let
peers
rate
Develop
leaders
from
Inside
OpSmize
the
Whole
Don‘t
fall back!

52. I‘m interested in
your stories as well!

53. Con$nuous'Innova$on'
Network'&'Empowerment'
Do'the'Right'Thing'
Do'the'Thing'Right'
Strategy'
Organisa$on'
Effec$veness'
Efficiency'
Culture'
Context'&'
Constraints'
Delivery'
Products'
'Services'
©'2012'I'2013'pragma$c'solu$ons'gmbh'
The'Pragma$c'Organisa$on'

54. The''
Pragma$c'
Organisa$on'
is'deligh$ng'their'
employees'thru'long'
$me'purpose'
is'deligh$ng'their'
clients'thru'
con$nuous'
innova$on'
is'organized''
as'a'network'of'
empowered'teams'
delivering'value'
is'delivering'the'right'
products'&'services'in'
the'right'quality'
©'2012'I'2013'pragma$c'solu$ons'gmbh'