The document discusses new approaches to cluster management including adding uncertainty to strategy and planning, incorporating coaching approaches, and adopting startup concepts to drive innovation in clusters. It promotes embracing diversity, failing early, and sharing knowledge openly. The presentation also explores effectuation principles and using networks of stakeholders to leverage surprises and uncertainties. The goal is to move from knowledge workers to creative networkers who can thrive with less predictability and more collaboration.

1. management 3.0
agile cluster management –
how to be a creative networker
under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
KLAUS HAASIS - ask klaus!
Innovation Coach & Counsellor
TCI Global Conference, Monterey, Mexico
10th November 2014

3. Photographer and Advertiser
Engineer and Journalist
Managing Director and Innovator
Person-centered Counsellor
Organizational and Human Resource Development
Hypnosystemic Coach
Online Trainer
Certified Scrum Master
Certified Effectuation Expert

9. management 3.0
agile cluster management –
how to be a creative networker under uncertainty,
new approaches for cluster management.
+ adding uncertainty to
strategy and planning
+ adding coaching approaches
to cluster management
+ adding startup concepts
to innovate in clusters

10. 1
Cluster
Co-Creation
Co-Working
Co-llaboration
New
Mental and
Physical
Spaces
TCI Cluster Lab
Monterey Mexico
11. November 2014
Klaus Haasis - ask klaus!
Innovation Coach & Counsellor

11. New
Physical
Spaces
2

12. 3

13. 4

14. 5

15. 6

17. 8
October 2014

18. 9

19. New
Mental
Spaces
10

20. Business Modell
Generation (Alex Osterwalder)
Design Thinking (David Kelley)
IOS Integrated
Operating System (Ken Wilber)
11

22. CLUSTER MANAGEMENT 3.0
FROM the knowledge worker
TO the creative networker
-> increase collision
-> leverage surprise
-> embrace diversity
-> fail early
-> copy with pride -
share with delight
-> everything is a remix
13

23. Coaching the Agile Enterprise:
A Handbook for
Emerging Transformation Leaders, Change Artists and
Benevolent Trouble-Makers
©2011-13 Michael K. Spayd
:
Four Pathways to Grow a
More Agile Enterprise

24. AQAL – The Four Quadrants
I It
We Its
©2013 Michael K. Spayd
Subjective vs. Objective
Collective vs. Individual

25. AQAL – The Four Quadrants
I It
We Its
©2013 Michael K. Spayd
Subjective vs. Objective
Collective vs. Individual

26. The Integral Operating System
The Four Quadrants
EQ, leadership development,
personality profiles,
Psychological
introspection, reflection, meditation,
solitude,
Window
Scientific method, metrics,
analysis, observation, financial
Behavioral
controls, statistics, quality
programs, productivity
measurement, financial targets,
Window
self-awareness
The “I” Perspective
Corporate vision, mental
models analysis, stakeholder
Cultural
consultation, diversity,
transformational change,
Window
product (singly)
The “IT” Perspective
Systems thinking, portfolio
Systems
analysis, strategic planning, trend
forecasting, empirical
management systems,
Window
The “I” Perspective
culture management
The “WE” Perspective
The “IT” Perspective
lifecycle analysis
The “ITS” Perspective
The “WE” Perspective
The “ITS” Perspective
adapted from Brett Thomas, ©2013 Michael K. Spayd AQAL Elements Applied to Leadership

27. The Integral Operating System
The Four Quadrants
EQ, leadership development,
personality profiles,
Psychological
introspection, reflection, meditation,
solitude,
Window
Scientific method, metrics,
analysis, observation, financial
Behavioral
controls, statistics, quality
programs, productivity
measurement, financial targets,
Window
self-awareness
The “I” Perspective
Corporate vision, mental
models analysis, stakeholder
Cultural
consultation, diversity,
transformational change,
Window
product (singly)
The “IT” Perspective
Systems thinking, portfolio
Systems
analysis, strategic planning, trend
forecasting, empirical
management systems,
Window
The “I” Perspective
culture management
The “WE” Perspective
The “IT” Perspective
lifecycle analysis
The “ITS” Perspective
The “WE” Perspective
The “ITS” Perspective
adapted from Brett Thomas, ©2013 Michael K. Spayd AQAL Elements Applied to Leadership

28. What’s Your Preference?
? ?
? ?
©2013 Michael K. Spayd
Subjective vs. Objective
Collective vs. Individual
“I”
“WE”
“IT”
“ITS”

30. THE TURKEY
ILLUSION

31. Uncertainty
Goals
Information
Complexity
Change
negotiable
confusing
high
disruptive
Risk
controllable Uncertainty Profiling
fixed
clear
low

32. EFFECTUATION PRINCIPLES
The future is not predictable.
The future comes from what people do.
Start form your given means.
Don't assemble means after a goal is set.
Invest what you can afford to lose.
Don't target a return first and hope of
profitability and growth.
Build a network of self-selected stakeholders
and get stakeholder commitments.
Embrace and Leverage surprises.

33. PURPOSE 5

34. UNCERTAINTY
RISK
CERTAINTY
UNCERTAINTY PROFILE 6

35. MEANS •BIRD IN HAND 7

36. AFFORDABLE LOSS 8

37. PARTNERSHIPS 9

38. NEXT STEPS 10

39. ITERATIONS 11

40. REFRAIMING 12

41. INVITATION
TCI mentoring program
TCI INNOVATION COACHING
FOR CLUSTERS
Join and Register now!de.linkedin.com/in/klaushaasis
klaus haasis mail@klaushaasis.de,
mobile +491706313193
www.klaushaasis.de
de.linkedin.com/in/klaushaasis
de.linkedin.com/in/klaushaasis