Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
Arlen Bankston
Arlen is an established leader in the application and evolution of process management methodologies such as Lean, Six Sigma and BPM, as well as Agile software development processes such as Extreme Programming (XP) and Scrum. He is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. He also has twelve years of experience in product design, leveraging principles of information architecture, interaction design and usability to develop innovative products that meet customers’ expressed and unspoken needs. Arlen has led Agile and Lean deployment and managed process improvement projects at clients such as Capital One, T. Rowe Price, Freddie Mac, and the Armed Forces Benefits Association. Arlen’s recent work has centered on combining Lean Six Sigma process improvement methods with Agile execution to dramatically improve both the speed and quality of business results. He has also led the integration of interaction design and usability practices into Agile methodologies, presenting and training frequently at both industry conferences and to Fortune 100 clients.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
From Now to New Right Here: Change-as-Flipping (BetaCodex16) Niels Pflaeging
BetaCodex Network White Paper No. 16. March 2019
Authors: Niels Pflaeging & Silke Hermann
A white paper about the alternative to "change management" as we know it. Change is more like adding milk to coffee!
11th paper from the BetaCodex Network, on organizational structures and how they interact. This paper was previously entitled "The 3 Structures of an Organization". It was renamed February 2013.
Arlen Bankston
Arlen is an established leader in the application and evolution of process management methodologies such as Lean, Six Sigma and BPM, as well as Agile software development processes such as Extreme Programming (XP) and Scrum. He is a Lean Six Sigma Master Black Belt and Certified ScrumMaster Trainer. He also has twelve years of experience in product design, leveraging principles of information architecture, interaction design and usability to develop innovative products that meet customers’ expressed and unspoken needs. Arlen has led Agile and Lean deployment and managed process improvement projects at clients such as Capital One, T. Rowe Price, Freddie Mac, and the Armed Forces Benefits Association. Arlen’s recent work has centered on combining Lean Six Sigma process improvement methods with Agile execution to dramatically improve both the speed and quality of business results. He has also led the integration of interaction design and usability practices into Agile methodologies, presenting and training frequently at both industry conferences and to Fortune 100 clients.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Prosci Change Management Webinar Building Organizational AgilityProsci ANZ
This 60min webinar with Catherine Smithson from Being Human will cover the findings from Prosci's Enterprise Change Management case studies from 10 companies and the 6 strategic themes for building enterprise change management capability in your organization.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
This introduction to Strategy with Wardley Maps covers:
* What is Wardley Mapping?
* The Problem & Value of Mapping
* Elements of a Map
* Overview of the Strategy Cycle
* A couple of Climatic Patterns
* Several examples
First run @ Wardley Maps London September 2020 as a talk + workshop. https://www.meetup.com/Wardley-Maps-London
Recording will be posted soon.
It is released CC-by-SA, and is based on Simon Wardley's work available on https://medium.com/wardleymaps
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Learn how to apply Agile practices to change management and organizational development. This presentation was given at the Toronto Organizational Development Network meetup in March 2014.
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Prosci Change Management Webinar Building Organizational AgilityProsci ANZ
This 60min webinar with Catherine Smithson from Being Human will cover the findings from Prosci's Enterprise Change Management case studies from 10 companies and the 6 strategic themes for building enterprise change management capability in your organization.
Agile Contracts by Drew Jemilo (Agile2015)Drew Jemilo
Agile has moved far beyond commercial software into the world’s largest enterprises and government agencies. We have scaling methods which can help launch vehicles into the atmosphere and beyond, yet traditional contract mindsets have put a drag on escape velocity. But there’s good news! We have agile explorers discovering the next frontier of contract agility. Join us for this Agile2015 session and enter the new era! This era includes the Scaled Agile Framework® (SAFe®)
TRADITIONAL MODELS TO LEAN-AGILE APPROACHES
Fixed requirements, big up-front design, and gated processes have been the norm. The rationale seemed logical in the past. It would not make sense to award a contract or commit to a major development investment without knowing what the system is supposed to do, how much it costs, and when it will be completed. We assumed that complex systems could be fully defined before they were built, that requirements and solutions would not change, and that we could build it right the first time.
Traditional models exist but Lean-Agile contract approaches are gaining momentum in both the commercial and the U.S. Federal space. Find out more!
This introduction to Strategy with Wardley Maps covers:
* What is Wardley Mapping?
* The Problem & Value of Mapping
* Elements of a Map
* Overview of the Strategy Cycle
* A couple of Climatic Patterns
* Several examples
First run @ Wardley Maps London September 2020 as a talk + workshop. https://www.meetup.com/Wardley-Maps-London
Recording will be posted soon.
It is released CC-by-SA, and is based on Simon Wardley's work available on https://medium.com/wardleymaps
Change Management Toolkit including Models, Plans, Frameworks & ToolsAurelien Domont, MBA
Toolkit Downloadable at www.slidebooks.com | Created By ex-Deloitte Change Consultants | Download and Reuse Now a Change Management Toolkit including 10+ Models, Plans, Frameworks & Tools.
Large Scale Agile Transformation by Husni RoukbiAgile ME
The agile manifesto introduced a new way of implementing software development projects which resulted in a dramatic improvement in these types of projects. Agile success at the project level has prompted IT leaders within organization to try to scale it to the enterprise level with less success rate. In this interactive session, we will review the various approaches to large-scale agile transformation, discuss the transformation road map and organizational change management required as well as key drivers/sponsors required for a successful agile transformation. We will discuss how to measure transformation progress, and outline possible challenges and corresponding solutions.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Take a quick look at the change management readiness process for supervisors. This presentation shows project leader tasks compared to the Supervisor or Manager and helps Supervisors understand their role during change.
Presenting this set of slides with name - Change Management Fundamentals Powerpoint Presentation Slides. This PPT deck displays twenty three slides with in depth research. Our topic oriented Change Management Fundamentals Powerpoint Presentation Slides presentation deck is a helpful tool to plan, prepare, document and analyse the topic with a clear approach. We provide a ready to use deck with all sorts of relevant topics subtopics templates, charts and graphs, overviews, analysis templates. Outline all the important aspects without any hassle. It showcases of all kind of editable templates infographs for an inclusive and comprehensive Change Management Fundamentals Powerpoint Presentation Slides presentation. Professionals, managers, individual and team involved in any company organization from any field can use them as per requirement.
Exploring Agile Transformation and Scaling PatternsMike Cottmeyer
The goal of any enterprise agile adoption strategy is NOT to adopt agile. Companies adopt agile to achieve better business outcomes. Large organizations have no time for dogma and one-size-fits-all thinking when it comes to introducing agile practices. These companies need pragmatic guidance for safely and incrementally introducing structure, principles, and ultimately practices that will result in greater long term, sustainable business results. This talk will introduce a framework for safely, pragmatically, and incrementally introducing agile to help you achieve your business goals.
Boards 4-5-6-7Create a response to each thread of at least 400 w.docxmoirarandell
Boards 4-5-6-7
Create a response to each thread of at least 400 words, and support your assertions with a minimum of 2 citations in current APA format.
Thread #4:
Models of ethical decision-making lay the ground work for successful leadership in the face of ever-increasing complexities in higher education. There are models that share such elements as the process of defining the issues, making decisions by reviewing alternatives based on intuitive evaluation or on ethical rules and principles, and deciding whether to carry out the action and then implementing it using the best deliberative judgment. As an administrator, what steps do/would you take for framing your decision-making in today’s educational environment? Describe some of the more complex issues administrators are required to address that may elicit only negative decisions.
Thread #5:
An education administrator wears many hats while navigating institutional bureaucracy. He or she is called upon to take care of any issue that may arise that teachers either cannot, or should not, handle. Administrators have the task of establishing routines for school emergencies. Additionally, education administrators set a precedent for the overall atmosphere the school. Usually, the attitude of the leader will become the attitude of most of the staff. To accomplish all of these roles, the administrator must first and foremost have a vision about how education ought to look in his or her school. What actions would you take to convey to your staff, faculty, and the community at large that you have a vision for your institution that requires significant organizational change?
Thread #6:
At the organizational level, staff development is usually integrated with the institution’s overall human resource strategy and is normally considered to include institutional policies, programs, and procedures. However, at the individual level, staff development is concerned with the acquisition of new skills, processes, or consciousness that results in an enhanced intuitional perspective regarding the delivery of the university’s mission and strategic plan. Discuss your university’s approach to individual staff development in terms of various modes (fragmented, formalized, or focused).
Thread #7:
Accreditation is a voluntary process of self-regulation and peer review, adopted by the educational community. Institutions of higher education have voluntarily entered into associations to evaluate each other in accordance with an institution’s stated goals. Non-accredited institutions must be able to demonstrate that they possess certain “characteristics of quality” before they are allowed to become members of the association of accredited institutions. Discuss the importance of accreditation from the institutional, faculty, and student perspectives.
60 ORGANIZATIONDEVELOPMENT
A
s you have no doubt experienced, achieving change is difficult. This story of organizational change at the St. Louis Post-Dispatch has .
Business Project Management (600542)2019-20Session 1.docxjasoninnes20
Business Project Management (600542)
2019-20Session 1
Gavin Betts[email protected]
Introduction
Gavin Betts
Management Systems Group at HUBS
Support you to learn about & understand how to apply two different methods for undertaking projects aimed at achieving some form of organisational change and improvement. Focussing mainly on the systemic approach.
Jeremy Wilcock
Marketing and Business Strategy Group at HUBS
Also here to support your learning during the module. Focussing mostly on the ‘traditional’ approach to project management.
Together, we have many decades of practical experience to draw upon from private and public sector organisations
2
i) Module Contents and Overview
Module Content
Introduction to module & assignment question
Overview of both project management approaches
Detailed coverage of systems approach
Detailed coverage of traditional approach
Summary & final assignment guidance
Over the weeks of our lecture sessions, we will be covering all of these points.
Decisions, decisions…
Your Module Handbook talks about 2 different approaches to project management. We’ll consider each in detail. You need to make a judgement about which to use for your assignment. In the real world, business projects of various types are undertaken regularly. Different methodologies may be better suited to some tasks than others. Making an astute judgement about how to execute the task can make a significant difference. It may be the difference between success and failure for a project.
Purpose
This module introduces a number of concepts, techniques, and methods designed to aid undertaking projects successfully. It also addresses differences in management thinking in relation to project management and the different principles and assumptions that underpin various techniques and methods.
In particular, this module will introduce you to two contrasting approaches to thinking about, planning and executing a project as well as encouraging reflection on the appropriateness of each to different contexts and challenges. Making astute judgements about what a project should be and how to undertake is not always easy and can have significant implications.
6
Thinking
Approaches to organising projects
Performance
(Derived from Seddon, 2005)
7
Assessment challenge
Make an informed choice about which approach to use; the one you feel is most suited to one of the two scenarios which will be made available.
Use the chosen approach to work through and complete the assignment for this module (1 x 4500 word report worth 100%)
8
(During the early part of the module, you will be introduced to each approach - this will help inform your thinking about which project management approach to apply in which scenario)
Assessment challenge (ii)
Module teaching takes place:
Assignment & 2 different approaches for undertaking a project covered
During this time, you decide on a scenario and apply one of the two approach ...
04 an expanded mc kinsey’s 7s framework prospective cosimo gualanoNevion
Able to see the big picture from the balcony is not an easy task, especially when managers are busy with day-to-day operations. The balcony‟s view plays an important role in the process of lifting a manager in a leadership position. If for a moment you compare the day-to-day operational to a dance floor, you will notice that while spending the whole evening to the dance floor, you will be aware of what happens in your immediate vicinity. Much energy will be spent on dancing and avoiding other people dancing.
MHRM587Foundational Model of ChangeManaging change is a .docxannandleola
MHRM587
Foundational Model of Change
Managing change is a complex process. Change does not occur in one great swoop. Few organizations manage the process as well as they would like. In order to make change work, organizations need to follow a process to enhance the probability of success versus just “winging it.” The following model of change provides one useful way to think about creating and implementing organization-wide change.
Basic Change Process Model
Consideration
Stimulus Driving Forces
Pre-Change
Validate Need
Preparation
Commit
Do –Check – Act
Implementation
RESULT
New Normal
Change
Active
Conscious
Culture
Passive
Unconscious
Pre-Change Paradigm
This is the first stage of the change journey.
Without a paradigm that encourages “active searching,” organizations can ignore important early warning signs and wait until a crisis highlights the need for change (i.e., scenario planning)
Make sure you know what is important?
Who is important?
What do they want?
How are you doing?
What could be improved?
Stimulus (Driving Forces) & Assessment
What are the driving forces or antecedents to change—internal and external.
How do these driving forces influence the organization’s business model and force new requirements for success?
Is change really necessary? Deciding the status quo is preferable is a productive learning activity.
Caution #1: What must be guarded against is any denial that any driving forces or stimuli for change exist.
Caution #2: Or when it’s recognized that change is required, the “disconfirming data” may induce anxiety which can obviate the change as necessary
Sound analysis of driving forces is a prerequisite to good change strategy
Validate Need
Establish compelling need for change.
Create a sense of urgency
Begin to create psychological safety
Begin to address the inertia of the existing status quo (resistance to change)
Transformation Leadership key framework in leading change
Preparation
Caution: Avoid premature action without first developing an effective plan for the change
What is the change vision?
What will success look like?
What are the criteria for success?
What resources + administrative support systems will be needed?
What is the timeline for this change?
What kind of change is required? Incremental? Transformational?
Commitment to Act
Is the planned action the most effective and efficient way to deliver the required change?
Begin the “unfreeze” process in the change cycle
Do-Check-Act
(Implementation)
Implementing change is the most challenging aspect of any change effort.
Once the momentum for change has been successfully launched, what is delivered must be effectively managed.
We will introduce several frameworks useful for this purpose during the course:
PDCA Cycle {Plan-Do-Act-Change}
Lewin’s 3-Phase Change Model
Kotter’s 8-Step Model
Nadler’s Congruence Model
McKinsey 7-S Framework + STAR Model
Others
New Normal
As organizational leadership recognizes, rewar ...
The Agile Alliance has Stated in their ManifestoGlen Alleman
The Agile Alliance has stated in their manifesto, principles by which a process would be considered agile. These principles provide useful guidelines for evaluating a specific process as to its suitability to be considered agile. Like previous manifestos, there is some sense of political challenge to the establishment. Here's an assessment of those principles.
Presentation by Joan Starr at Code4Lib 2007 in Athens, GA
Academic digital libraries face serious challenges in trying to adopt agile project management techniques. While there have always been significant differences between how an academic and a corporate team might solve a problem, today, digital library and corporate offerings are often in direct competition. Time-to-market is more important than ever before. This talk will identify the most troublesome characteristics of academic bureaucracies and make suggestions for working around these obstacles.
WHY SOME ORGANISATIONAL CHANGES PERSIST,
WHILE OTHERS DECAY
This report has studied the theory and practice of change management and its constituent elements that are essential for change sustainability in an organization.
The work is focused on the study of people and their resistance to change as one of the integrated elements of the five categories influencing change sustainability: managerial; leadership; cultural; political; temporal.
In this study, an attempt was made to observe options to reduce this resistance, which basically means changing human behavior by creating a teamwork environment, motivation and participating in the change themselves.
Similar to Secrets of Very Fast Organizational Transformation (BetaCodex15) (20)
Die Erfindung zweier Managements (BetaCodex17)Niels Pflaeging
Wie Follett und Taylor die beiden Schulen der Organisationslehre
ins Leben riefen - und was seither geschah.
BetaCodex Network Associates
Niels Pfläging | Silke Hermann
BetaCodex Network White Paper No. 17 | April 2021 l betacodex.org/white-papers
Deutsche Version April 2022. Diana Mock | Hans Fischer-Schölch | Elisabeth Sechser
The future of organizational learning is discursive & self-organizedNiels Pflaeging
by Silke Herman and Niels Pflaeging.
Workplace learning is not a particularly thrilling adventure these days: Learning in organizations overwhelmingly relies on aged and worn-out formats that produce little learning or impact. The tools in use are often not fit for our time – in terms of content, or learning method, or technology – or all three combined. One cannot help but notice that in the reality of organizations, by and large, Learning & Development (L&D) is a pretty dull affair, clearly lacking innovation. In this paper, we will discuss how that is bound to change. We believe that workplace learning can be as engaging as Maria Montessori envisioned child learning to be, over 100 years ago and as humane, effective and conducive as Ken Robinson demanded in his world-famous TED talks a few years back. Sure, the current reality of corporate learning may look bleak, but there are now signs of a way out of the L&D misery in which most companies find themselves. One of these signs is the platform created by EdTech start-up disqourse.
Work the System – keynote by Niels Pflaeging at Comeleon 2021 (Zagreb/HR)Niels Pflaeging
Why true agility requires transformation of entire organizations. Why meddling with bits & pieces changes nothing. Why real transformation
takes months – not years
The history of management needs to be rewritten. Management science does not, as it is usually depicted, begin with Taylor and Fayol, continuing through the Human Relations movement, in the meanwhile coalescing into the classical school, and eventually diversifying into different post-classic branches. Instead, the history of management is, and has been the story of two distinct, opposing schools of thought that emerged side-by-side, at the dawn of the 20th century. Pioneered by two practical philosophers: Mary Parker Follett and Frederick Winslow Taylor.
Performancesysteme und Relative Ziele (BetaCodex 10)Niels Pflaeging
Warum sich Ziele und unser Umgang mit Leistungsmessung ändern müssen. Wie wir von fixierten zu relativen Leistungsverträgen gelangen – und zu einfachen, ethischen,
Selbstorganisation fördernden Systemen für den Umgang mit Wertschöpfung
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Secrets of Very Fast Organizational Transformation (BetaCodex15)
1. BetaCodex Network Associates
Silke Hermann & Niels Pflaeging
BetaCodex Network White Paper No. 15 I January 2019 I betacodex.org/white-papers
SECRETS OF VERY FAST
ORGANIZATIONAL
TRANSFORMATION
2. Very Fast Organizational Transformation:
Now available to all!
Most managers today, most change agents and people in organizations doubt
that something like organizational transformation is possible at all. At least within
their particular company, or organization. If they do not reject the idea outright,
they figure that it would take forever to make serious transformation of the
organizational model happen:
"It would take years or decades! We are not ready for that."
That is the predominant belief until this day.
We hold a rather different perspective on transformation, however, one that
we will outline in this paper: We firmly believe, and indeed know, that profound
organizational transformation is not only possible in any company, anywhere.
We also hold that when it happens, it will happen fast - within just a few months.
3. Origins of Very Fast Organizational Transformation, VFOT (I)
The secret to Very Fast Organizational Transformation, in companies large or small, old or new,
local or global, lies in appropriately complex, robust transformation method, or approaches. Such
approaches now exist. Not only that: They are open source and thus available to all. This insight
was not pulled out of thin air: Instead, the new breed of fast, and highly practical approaches
to Very Fast Organizational Transformation such as OpenSpace Beta (developed by the authors of
this article in 2018) and OpenSpace Agility (developed in 2015 by Daniel Mezick & others) hinges
on several foundational sources and movements that have existed for quite a long time:
1. OpenSpace Beta applies insight from more than 20 years of BetaCodex Network/Beyond
Budgeting case research and concept development that started back in 1998 and since then
has taken in insight from sciences as varied as business administration, psychology,
organizational development and sociology into account. Plus inspiration from the Lean and
Agile movements, and original research on Beta concepts such as Relative Performance
Systems, Organize for Complexity, Complexitools, Org Physics and Change-as-Flipping.
2. OpenSpace Agility applies insight from Scrum and Agile concepts, implementations and
movements. Idealized some 20 years back, Scrum, for instance, has been applied in
software development and beyond, worldwide, but it has also often fallen short of
expectations, due to feeble, unsystemic, "industrialized" adoption technique.
3. They make use of systems theory and cybernetics advanced by pioneers such as Kurt Lewin,
Mary Parker Follett, Eric Trist, W. Edwards Deming, Russell Ackoff, Niklas Luhmann, Ernst
Weichselbaum and others, who contributed to our understanding of how to effectively set up
& irritate organizational systems.
4. Origins of Very Fast Organizational Transformation, VFOT (II)
4. Both VFOT approaches derive their conceptual architecture from the OpenSpace
Agility/Prime OS social technologies, which were developed by Daniel Mezick and others, a
few years back.
5. They both employ OpenSpace, the large-group interaction format that was idealized
by Harrison Owen in the early 1980s.
6. They build upon whole-systems approaches advanced by organizational development sages
such as Marvin Weisbord, Paul Tolchinsky and Bill Pasmore, who pioneered, among many
things, the use of large-group techniques and OpenSpace derivates in organizations, from
the 1990s onwards.
Both VFOT approaches have been outlined in separate handbooks, or practical guides, that
allow readers to make transformation happen within any organization you might be part of, or
with your clients. But why does this new kind of approach to change or transformation work at
all? What makes it different from ordinary change management, change leadership, or
known systemic approaches to organizational development?
The answer is five-fold.
5. Principle 1: Principled, not ambiguous (I)
The best, most practical organizational theories are principle-based. Very Fast Organizational
Transformation cannot be brought about if the underlying content, aim, or practical theory to is
not principle-based. The kind of practical theories we are talking about do not promote
prescriptions, rules, tools, or mere "best practices". They are not vague or esoteric. They are not
mechanistic frameworks. The distinct feature of principle-based theory is that it can at the same
time be specific, while not pre-defining a solution before it exists in a specific context, or
organization. This is because principles, by nature, must be interpreted by groups of humans.
What makes principled approaches so powerful, durable and robust is: They must be
constantly socialized, or agreed within the specific social group that wish to adhere to them.
Examples of principle-based practical theories, or social technologies are:
• Lean, or Total Quality (TQM) - when applying the 14 key principles by W. Edwards Deming,
for example
• Quick Response Manufacturing (QRM) - when applying the 10 QRM principles by Rajan Suri
• Agile - when applying the 4+12 principles from the Agile Manifesto, or the Scrum Guide´s
principles
• Beta - featuring the 12 principles of the BetaCodex, which were derived, in 2007, from the
principles of the Beyond Budgeting model.
For illustration, let´s take a look at the principles of the BetaCodex. They are called "laws", and
depicted in the overview on the next page.
6.
7. Principle 1: Principled, not ambiguous (II)
Principle-based practical theories such as Beta, Lean, QRM or Agile come with twists. For
instance, they all are indivisable, by nature. Which means that their sets of principles are not
menus to choose from. The principles are clearly interdependent, even it it may not appear like
that, at first glance. Additionally, in order to agree on principles, or to socialize them, a certain
level of awareness of group participants, or a certain level of willingness to face conflict with
peers are indispensable.
“Principled practical theory allows to be
focused & specific, why refraining from
the foolishness of pre-defining solutions in complex contexts.
Challenges: Such theory is indivisible;
it must be constantly socialized.“
In other words: Principles are the only way, and the natural way, to convey the nature of complex
systems to social groups, large and small. Which is why manifestos, constitutions,
or statements of intent are usually articulated through principles. Principled practical theory will
provide an indispensable type of boundary to Very Fast Organizational Transformation,
contributing to robustness and reliability of the process, as well as enabling self-organization and
emergence.
8. Principle 2: Timeboxed, not indefinite (I)
This concept provides a 2nd kind of boundary to Very Fast Organizational Transformation:
Boundaries in time. We grasped this concept more fully through Daniel Mezick´s pioneering work
around OpenSpace Agility. Daniel figured this out some years ago, in the context of helping
organizations adopting Scrum as a work method for teams. Scrum, of course, relies heavily on
time-boxing, or setting boundaries of time. So it seemed natural to apply this not just to
work within the system but to work on the system.
The insight here is quite intuitive, really: We should always time-box (or: "restrict") periods of time
during which specific organizational development work is supposed to take place. This way, we do
not artificially fix the scope of the work, but the time allocated. Combined with principle-based
theory, participants of change work will experience a sense of safety and reliability through
timeboxing, even throughout phases of disruption. Daniel Mezick had the idea of timeboxing the
change work by "starting in OpenSpace and ending in OpenSpace", and allocating a period of
roughly three months, in-between.
“The problem with the assumption that
"change takes a lot of time" is that it annihilates the possibility
of working the organizational system when it is needed.”
Let´s remember: Based on their past experiences in the context of work, most managers or
employees in larger companies will naturally assume that change usually drags on, endlessly!
9. Principle 2: Timeboxed, not indefinite (II)
Consequently, something like profound transformation would, in this mindset, inevitably take years
or even decades! In other words: Change has is all too often perceived as hard, slow, overwhelming
(in addition to it being forced upon most by the few).
The problem with the assumption of change taking a lot of time and the change work not having a
specific horizon in time is that it annihilates the possibility for working on the organizational system,
not just within the system when it is needed. As humans in social groups, we cannot focus our
collective energy well within undefined, vague time-spaces. This trait of social groups invalidates
indefinite, or long-term phases of change. "We will sort out that strategy issue during the next six
months.", or "We will reduce cost over the next 18 months." - such statements are predictions of
their own failure. Humans need to be capable of seeing the horizon. This creates safety, it creates
conditions for peer pressure and a sense of orientation.
The paradigm-shift comes with changing the mental model: "Transformation does not take forever.
If we timebox the transformation to, say, 90 days, then it will take exactly 90 days!"
When organizational development work is principled, inclusive (more about that later) and
timeboxed, then transformation becomes a joint rite of passage. Which means that it will be
ritualized, with a clear and evident beginning and end, with iterations set by rituals.
In OpenSpace Beta, for instance, a full chapter of approximately 180 days contains a total of five
iterations, at least. Look at the OpenSpace Beta timeline, and you will be able to spot them:
10.
11. Principle 2: Timeboxed, not indefinite (III)
The first 60 days of Build-up clearly are the first iteration, in itself. OpenSpace meeting 1 is another,
then there are the 90 days of Practicing-Flipping-Learning as the core iteration, or as a "large
sprint", followed by the "big retrospective" of OpenSpace meeting 2, which may count as iteration
number four, before the closing iteration of the 30-day Quiet Period. Within a roughly 180-day time
frame, OpenSpace Beta thus takes participants and teams through at least five major iterations
already. And that my be followed by another OpenSpace Beta chapter that follows the same
structure.
Timeboxing, combined with principled practical theory, helps social groups large and small to raise
the energy level during the collaborative sprint period, and also to provide for a different energy
during periods of looking back and ahead, allowing the same groups to engage in reflection and
retrospective.
12. Principle 3: Radically inviting, not imposing
This is another concept we got from Daniel Mezick, whose OpenSpace Agility served as the foundation
to OpenSpace Beta. This principle is delightfully simple, yet also quite novel in the context of
organizational development. You start with everyone who wants to, by radically inviting them, while
accepting that the invitation may be declined. This way, you will always start with the right people:
Those who are willing to engage at that particular time, by accepting the invitation.
A key aspect of change management work, or organizational development projects as we know them
is that they are forced upon people. Little wonder they usually fail! The language we use to describe
change tells the whole story. We speak of status quos, kick-offs, roll-outs, getting in the boat, imple-
mentation, execution, convincing, aligning. If that does not work, we force and bribe those who
are affected, crushing their resistance to change. All to inflict solutions upon them which have
previously been worked out by others. Look at the actual practices in change management
approaches and you will discover 96% of them are fundamentally imposition-based. This will always
produce resistance against the change method, erode social density, provoke disengagement and
demotivation. The price of imposition is too high to ever be weighed!
Radical invitation or opt-in participation means the invitation can be declined without punishment. You
can also opt out! What sounds like a problem really isn´t. Because full engagement among those
opting in will be the result. Those who accept will be the right people. "An invitation accepted means
the specific object of the invitation is wanted", Daniel Mezick once told us. "When declined, you can
never quite know why." Which is why marveling about rejection of invitation is of little help. It is far
better to make invitations very attractive. And to keep inviting.
13. Principle 4: Whole-system, not piece-meal (I)
Over the last couple of years it has become somewhat fashionable to promote piece-meal
transformation. Piece-meal approaches come in many shapes and varieties. As slicing, for
example, applied to individual business units, departments, areas or functions ( "Agile HR").
Pilots and labs are usually no more than slicing. At present, most Lean, TQM, Scrum and Agile
are applied by slicing, too, sadly.
Slicing, at first glance, seems to offer quick wins or low-hanging fruit. But, as many have learnt
the hard way and through expensive efforts, it does not work, and it cannot work, and for a
simple reason: One cannot transform departments or functions individually, because we will
inevitably end up just dabble within the system, instead of working on the system. Notions
of experiments, hacks, or other forms of dabbling of course also fall short of transforming
organizational models, or systems in a coherent, and potentially lasting fashion.
“Counter-intuitive insight: To produce profound change fast,
we must take whole organizations in the view - not slices, bits or pieces.
By intervening on the whole system, or flipping the system,
we can speed up transformation of organizations large & small to Very Fast.”
What piece-meal transformation, as well as tools, rules & frameworks do not take into account
is that actual transformation requires: first producing insight among members of the system, or
change of mental models of many, then working the system, together, for behavioral patterns
and interactions to actually adapt and change.
14. Principle 4: Whole-system, not piece-meal (II)
To make that happen, there must be a rite of passage that all members of the social system in
question can pass through. There is no alternative to this Working the entire system, together
approach. Otherwise you will end up trying to change people, or force behaviors upon people -
while achieving little. The counter-intuitive insight here: We must take whole organizations in
the view to make profound change fast. Only by intervening on the whole system, or by flipping
the system, consciously, can transformation of organizations large & small be sped up to Very
Fast.
15. Principle 5: All at once, not stacked (I)
Another dimension of whole-system approaches is to include everyone, at the same time, early-on.
This is very different than "scaling", phasing, or stacking involvement. While change management
relies on having solutions developed behind closed doors first by chosen ones, then "rolling them
out", Very Fast Organizational Transformation does the opposite: Inviting everyone at once to work
the whole organization, together, based on a principled approach and through
timeboxed iterations. Question is: How do you get everyone involved & engaged at once? Answer:
You need an additional piece of social tech: An engagement model.
The engagement model that both OpenSpace Beta and OpenSpace Agility employ is of course the
social technology called OpenSpace, which was already envisioned by Harrison Owen way back in
the early 1980s, but which only now returns to its home turf of organizational development.
OpenSpace itself is based on a total of five principles - it combines extreme simplicity of setup with
radical self-organization. And it easily scales to a few thousand participants for a single event.
“Question is: How do you get everyone
involved & engaged at once?
Answer: You need an additional piece of social tech:
An engagement model.”
Here is what OpenSpace looks like, articulated through 5 principles, of which one is called
"the one law":
16.
17. Principle 5: All at once, not stacked (II)
Involvement of everyone up-front who accepts the invitation through an opt-in engagement model
has several functions: It allows to build a shared mindset quickly, and then involve all the right
people immediately to perform many, many interventions on system and interactions all at once.
This is where the speed in VFOT comes from: Organizations exist so that many can share in the
work. Why not develop the organization together, too?
Involvement of course works best when a couple of conditions are met, i.e. when the time-frame is
restricted and when the effort is focused on a specific, principled purpose. Humans can commit
more easily then. That is the very opposite of getting in the boat, convincing, aligning, or hustling
people into action.
In this sense, Very Fast Organizational Transformation attempts the opposite of aiming at quick
wins. While quick win-approaches will always push the great achievement, "the real transformation”
into the future, usually resulting in "some quick wins and then nothing", VFOT adheres to the old
Yoda adage: Do, or do not - there is no try!
So in order to get VFOT, you must really, really want it, first.
18. Very Fast Organizational Transformation:
Let s make it open and available to all
We believe that social technologies are born to be open source. They should be available
to all. Their creators should always be credited: It should be natural to build upon other´s
creations and remix, tweak & develop further, while referencing the sources! Only if we set
innovative social technologies free can we expect to solve the urgent problems of our time,
together. Such as hopelessly outdated organizational models that infest our companies and
workplaces, worldwide. Such as the dramatic lack of learning, development and advancement
in organizations and in work.
“We believe that all social tech is born to be open source.“
19. 19
Find all BetaCodex Network white papers on betacodex.org/white-papers and on Slideshare.
The BetaCodex Network white papers so far
20. www.betacodexpublishing.com
BetaCodex Publishing books
Organize for Complexity
Niels Pflaeging
2015
Also available in German,
Portuguese, Turkish
Complexitools
Niels Pflaeging I Silke Hermann
2019
Also available in German
OpenSpace Beta
Silke Hermann I Niels Pflaeging
2018
21. www.betacodex.org
Get in touch with us for more information about Beta and BetaCodex transformation.
The illustrations from this paper are available as posters from www.OpenSpaceBeta.com
Niels Pflaeging
Niels.pflaeging@RedForty2.com
Silke Hermann
Silke.Hermann@RedForty2.com