Project Managers in the organisation of the futureBryan Fenech
Presentation to the Sydney Project Managers Group on 20th February 2013.
This presentation looks at the trends that give indications of the what the organisation of the future will look like and identifies implications for the role of project managers.
What the organisation of tomorrow looks like - oot.org lecture series 2Bryan Fenech
This presentation explores what the organisation of the future looks like across multiple dimensions:
- context
- strategic imperatives
- capabilities and resources
- governance, leadership and other social practices
- organisational structural forms.
This represents a synthesis of many different perspectives and theories from different fields including leadership, change management, team dynamics, organisational behaviour and psychology, economics, management theory, organisational science and organisational design, among others.
This document presents summary findings of research into the project portfolio management capability of organisations operating in Australia, including global organisations with an Australian presence. This research was undertaken in 2012. Detailed findings will be made available as part of a consolidated report including data from 2013 and 2011.
Work in the organisation of tomorrow - gender, leadership and the professions...Bryan Fenech
This presentation looks at the application of the ideas covered in previous topics – the need for new organisational forms, what the organisation of tomorrow looks like, and enterprise logic – to individuals and their work.
The implications for leadership and management, gender diversity, and a range of professions (including consultants, lawyers, project managers, IT professionals, and medical practitioners) is explored.
This presentation also looks at the rise of networks of support organisations, such as professional associations and workforce brokers, which some commentators have described as the “new guilds”.
Project Managers in the organisation of the futureBryan Fenech
Presentation to the Sydney Project Managers Group on 20th February 2013.
This presentation looks at the trends that give indications of the what the organisation of the future will look like and identifies implications for the role of project managers.
What the organisation of tomorrow looks like - oot.org lecture series 2Bryan Fenech
This presentation explores what the organisation of the future looks like across multiple dimensions:
- context
- strategic imperatives
- capabilities and resources
- governance, leadership and other social practices
- organisational structural forms.
This represents a synthesis of many different perspectives and theories from different fields including leadership, change management, team dynamics, organisational behaviour and psychology, economics, management theory, organisational science and organisational design, among others.
This document presents summary findings of research into the project portfolio management capability of organisations operating in Australia, including global organisations with an Australian presence. This research was undertaken in 2012. Detailed findings will be made available as part of a consolidated report including data from 2013 and 2011.
Work in the organisation of tomorrow - gender, leadership and the professions...Bryan Fenech
This presentation looks at the application of the ideas covered in previous topics – the need for new organisational forms, what the organisation of tomorrow looks like, and enterprise logic – to individuals and their work.
The implications for leadership and management, gender diversity, and a range of professions (including consultants, lawyers, project managers, IT professionals, and medical practitioners) is explored.
This presentation also looks at the rise of networks of support organisations, such as professional associations and workforce brokers, which some commentators have described as the “new guilds”.
PMI Sydney Chapter Presentation 11 10 05Bryan Fenech
Presentation describing how Project Portfolio Management is a means of applying modern market and investment disciplines to the internal management and governance of large organisations.
Toward an enterprise logic for the 21st century - oot.org lecture series 3Bryan Fenech
This presentation introduces the concept of enterprise logic as a way of explaining the evolution of organisational form over different historical periods. It provides a unified theoretical framework that integrates the many different perspectives on organising for the 21st century.
Why organisations need to fundamentally change - oot.org lecture series 1Bryan Fenech
The business and government institutions upon which individuals and society depend are increasingly failing their customers, employees, owners, investors and other stakeholders.
These negative effects derive from the combination of 6 key characteristics of today's dominant organisational form –
Hierarchy
Division of labour
Bureaucracy
Exclusion of market forces
Separation of ownership and control, and
Legal fictions of the corporate person and the corporate veil (limited liability and other protections).
Barriers to building the organisation of tomorrow - oot.org lecture series 5Bryan Fenech
This topic looks at 6 barriers to change that face leaders who attempt to transform their legacy organisations into the organisations of the future
- Management frames of reference
- Management learning programs
- Management power
- The Law of regulatory capture
- Media control
- Elites with too much to lose
This presentation also highlights how the organisation of the future is an emergent phenomenon; while we can discern trends and construct potential scenarios, the future is uncertain and is dependent upon human agency.
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
PMI Sydney Chapter Presentation 11 10 05Bryan Fenech
Presentation describing how Project Portfolio Management is a means of applying modern market and investment disciplines to the internal management and governance of large organisations.
Toward an enterprise logic for the 21st century - oot.org lecture series 3Bryan Fenech
This presentation introduces the concept of enterprise logic as a way of explaining the evolution of organisational form over different historical periods. It provides a unified theoretical framework that integrates the many different perspectives on organising for the 21st century.
Why organisations need to fundamentally change - oot.org lecture series 1Bryan Fenech
The business and government institutions upon which individuals and society depend are increasingly failing their customers, employees, owners, investors and other stakeholders.
These negative effects derive from the combination of 6 key characteristics of today's dominant organisational form –
Hierarchy
Division of labour
Bureaucracy
Exclusion of market forces
Separation of ownership and control, and
Legal fictions of the corporate person and the corporate veil (limited liability and other protections).
Barriers to building the organisation of tomorrow - oot.org lecture series 5Bryan Fenech
This topic looks at 6 barriers to change that face leaders who attempt to transform their legacy organisations into the organisations of the future
- Management frames of reference
- Management learning programs
- Management power
- The Law of regulatory capture
- Media control
- Elites with too much to lose
This presentation also highlights how the organisation of the future is an emergent phenomenon; while we can discern trends and construct potential scenarios, the future is uncertain and is dependent upon human agency.
Programs and Portfolios - Multi-project ManagementBryan Fenech
In this presentation we will cover
- Definitions and comparison of programs and portfolios
- Organisational context
- Origins – multi-project management challenges and industry responses
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
New product development represents one of the most important disciplines in the development of African economies in the future. Whether it is physical products, digital, virtual or services, the next frontier of development for Africa is inextricably tied to new product development. Therefore developing an integrated and systematic approach is imperative.
4. Research across a Explains
•Environment and Context
number of
dimensions in order Sets
•Enterprise Logic
to get the full picture
•Strategic Imperatives
A comparative study Frames
to give context – •Key Capabilities
traditional versus the Determines
organisation of the •Governance, Leadership and Social
Practices
future
Enabled by
•Structure
5. Traditional Organisation Organisation of the Future
A socio-economic era built on the A socio-economic era built on the
technological breakthroughs of technological breakthroughs of
the industrial revolution the ICT revolution (and robotics
and biotech)
The beginnings of globalisation, Unprecedented globalization and
opening up of vast new markets competition, dynamic and volatile
for products and services markets, short product lifecycles
A world of unlimited resources to A world of limited resources to be
be exploited –the New World, conserved and sustained
Africa, India, China and the East
Positivism as the dominant Constructivism as a challenge to
worldview the dominant positivist world view
6. Traditional Organisation Organisation of the Future
A vehicle for achieving personal A vehicle for achieving social as
financial wealth and power well as financial value and
meeting a broad range of
objectives
A narrow set of shareholders – the A broad range of stakeholders –
capitalist project the social enterprise project
7. Traditional Organisation Organisation of the Future
Standardisation and repeatability Differentiation and innovation –
– mass production mass customisation
Size and stability Nimbleness, flexibility and
responsiveness
A relentless focus on cost A relentless focus on investment in
containment, reducing unit costs new products and services
Economies of scale Economies of scope
“Sweating” value from tangible Creating value in intangible assets
assets – property, plant and – knowledge and the social
machinery capital that underpins it
8. Traditional Organisation Organisation of the Future
Strategy formulation Strategy implementation
Operational management Project management
Development and application of The commoditisation of specialist
specialist technical knowledge technical knowledge and the
need to dynamically reconfigure
and apply collaborative
knowledge resources – “dynamic
capabilities” and “absorptive
capacity”
Management Leadership
9. Traditional Organisation Organisation of the Future
Application of command and Application of market economics
control economics principles to principles to internal organisation –
internal organisation – central devolving of power and decision
control of resources and planning making and free flow of resources
Managerialism – practices Leadership – practices embedded
embedded with the strategic with the strategic intent of
intent of command and control empowerment and coordination
Based on rational legalistic Based on principles of community,
principles – sine ira ac studio and renewal practices required to
manage sustainability and success
Centralised leadership Distributed leadership
10. Traditional Organisation Organisation of the Future
Bureaucracy, hierarchy Application of market economics
principles to internal organisation –
devolving of power and decision
making and free flow of resources
Segregation of labour by discipline Leadership – practices embedded
into functional silos with the strategic intent of
empowerment and coordination
11. Any of the themes reviewed
3 dangerous ideas
› OOTF as an emergent phenomenon
› The signification of hierarchy with structure –
the “semi-structured organisation”
› Ambidexterity and matrix organisation as
reactionary political expressions