How can we improve the quality of management in our companies? What is the future of Management? London Business School Professor Julian Birkinshaw, presented a comprehensive view on this topical discussion at this year’s Alumni Reunion.
Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people with the timely, ongoing insights they need to stay on track. In this session you'll learn about:
• The nature of these challenges and why they exist
• The simple, social behaviors that help overcome them
• Specific strategies you can use today to help get your people on track
Presentation also includes a bonus discussion around gamification!
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
Creating a feedback culture in the workplace is key to driving employee retention, engagement, and ultimately, the success of your business. Still, most organizations struggle to provide their people with the timely, ongoing insights they need to stay on track. In this session you'll learn about:
• The nature of these challenges and why they exist
• The simple, social behaviors that help overcome them
• Specific strategies you can use today to help get your people on track
Presentation also includes a bonus discussion around gamification!
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
How Behavioral Psychology Can Help in Gaining ComplianceCase IQ
The field of behavioral psychology can be a rich source of information on ways to influence behavior in organizations. In addition to its use in influencing employees to comply with company rules, psychology can be useful for ethics and compliance professionals as well as other leaders dealing with compliance or ethical failures in their organizations.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
Workplace Bullying & Harassment Ultimate Training ResourceCarole Spiers
Do you need to deliver a Workplace Bullying & Harassment training course but have no time to prepare?
Then look no further, as here is your 1-stop training resource, including workbook and powerpoint presentation.
Written by Carole Spiers, Leading Authority on Work Stress and Author of Show Stress Who’s Boss!, this ultimate workplace bullying and harassment training resource is for trainers, HR professional and Managers.
This authoritative training resource is for your adaption and use today!
Download immediately: http://bit.ly/TEP0UH
Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
10 principles of problem solving and decision making strategies for administr...Dr. Trilok Kumar Jain
Simple ten principles series of tkjain on how to achieve best environment for problem solving and decision making in an organisation. It is especially useful for administrators and public servants of government and semi-government organisations and NGOs. It is also useful for MBA, CA, CS, ICWA, FRM, BBA, MCOM, PHD AND BCOM students.
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Debra Dupree, MFT and Advanced Practitioner in Workpace Mediation, offers viewers insight as to how Work Climate studies represent a critical step in managing organizational conflict. WCS reflect a crucial element in any integrated conflict management system. For more information on Work Climate Studies and the services available through Debra Dupree, contact her at 1-800-743-1973.
Will The Role And Influence of the Employee be Different in the New World of...Unstructure
On Unstructure, we’ve been discussing the changing role of the employee in the workplace – strategies for driving employee motivation and engagement, and also how to handle new challenges that are being introduced because of technology – such as deciding whether to integrate social networking into the workplace, how to adopt enterprise collaboration tools into highly regulated industries, and how to best utilize a mobile workforce where everyone is capable of working from anywhere.
So, joining us today to discuss those issues is Julian Birkinshaw, Professor of Strategic and International Management at London Business School, Deputy Dean for Programmes, and a Fellow of both the Advanced Institute of Management Research in the UK, and of the Academy of International Business.
How Behavioral Psychology Can Help in Gaining ComplianceCase IQ
The field of behavioral psychology can be a rich source of information on ways to influence behavior in organizations. In addition to its use in influencing employees to comply with company rules, psychology can be useful for ethics and compliance professionals as well as other leaders dealing with compliance or ethical failures in their organizations.
An overview of the Board's 3 key responsibilities and building 15 minutes into each meeting to discuss strategic issues. With special mention of Dr. Ken Haycock from whom I have learned so much about Board governance.
Influencer by Al Switzler & Co describes how to engender a behavioral change in people and organisations. This entails actions in 6 fields. This document provides an overview
Building A Culture Of Ownership, Presented To The Aha Center For Healthcare G...guest1429ed
Slides that accompanied presentation on building a culture of ownership for the American Hospital Association Center for Healthcare Governance, presented by Joe Tye, CEO of Values Coach Inc.
Workplace Bullying & Harassment Ultimate Training ResourceCarole Spiers
Do you need to deliver a Workplace Bullying & Harassment training course but have no time to prepare?
Then look no further, as here is your 1-stop training resource, including workbook and powerpoint presentation.
Written by Carole Spiers, Leading Authority on Work Stress and Author of Show Stress Who’s Boss!, this ultimate workplace bullying and harassment training resource is for trainers, HR professional and Managers.
This authoritative training resource is for your adaption and use today!
Download immediately: http://bit.ly/TEP0UH
Collaboration: Cockburn's Dance of Contribution in a WorkshopCraig Brown
This is a presentation which accompanies a workshop on Alistair's "Collaboration; The dance of Contribution" article.
You can read the article here: http://alistair.cockburn.us/Collaboration%3A+the+dance+of+contribution
The workshop includes two games as well as a description of what leadership behaviours matter when you move from a compliant or merely co-operative culture to a collaborative one.
10 principles of problem solving and decision making strategies for administr...Dr. Trilok Kumar Jain
Simple ten principles series of tkjain on how to achieve best environment for problem solving and decision making in an organisation. It is especially useful for administrators and public servants of government and semi-government organisations and NGOs. It is also useful for MBA, CA, CS, ICWA, FRM, BBA, MCOM, PHD AND BCOM students.
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
Debra Dupree, MFT and Advanced Practitioner in Workpace Mediation, offers viewers insight as to how Work Climate studies represent a critical step in managing organizational conflict. WCS reflect a crucial element in any integrated conflict management system. For more information on Work Climate Studies and the services available through Debra Dupree, contact her at 1-800-743-1973.
Will The Role And Influence of the Employee be Different in the New World of...Unstructure
On Unstructure, we’ve been discussing the changing role of the employee in the workplace – strategies for driving employee motivation and engagement, and also how to handle new challenges that are being introduced because of technology – such as deciding whether to integrate social networking into the workplace, how to adopt enterprise collaboration tools into highly regulated industries, and how to best utilize a mobile workforce where everyone is capable of working from anywhere.
So, joining us today to discuss those issues is Julian Birkinshaw, Professor of Strategic and International Management at London Business School, Deputy Dean for Programmes, and a Fellow of both the Advanced Institute of Management Research in the UK, and of the Academy of International Business.
Organisations are operating in more complex, inter-dependent environments. Therefore it is increasingly hard to be ‘universally’ confident. London Business School Professor Richard Jolly explained at Alumni Reunion this year the risks of ‘under’ or ‘over’ confidence and the behaviours of confident organisations.
"How to Unreasonable (in a Reasonable Way)" -Julian birkinshawExpedite HR
New ways of working for 21st century is session conducted by Julian Birkinshaw, Professor at London Business School at our October 2016 event HRISMeet Autumn 2016
From Internalconsistency.com, these slides from a webinar highlight how employee recognition empowers employees to perform while management by exception only reinforces compliance. Motivate employees with frequent recognition to create a culture of engagement.
Be Better at Creating Powerful People: Cultivating Trust and Increasing Influ...Leah Walling
Creating powerful people is at the core of what you do. You want to help people build trust, develop powerful relationships, and reach their greatest potential. Self-awareness is the start of this journey through the exploration of communication and behavior styles. Using the FIRO-B® and Myers-Briggs Type Indicator® (MBTI®) assessments will enhance understanding of how personality type drives behavior and help individuals become more intentional in their choices and behavior by applying the results.
Breaking Bad at Work...Managing People with Love and LogicDon Johnson
Trends and research all tell us to start managing people smarter. Times have changed tremendously from the industrial age. Make sure your organization and leaders stay transparent and build trust for the best return from your #1 asset.
Kuwait Petroleum Corporation: Transforming leadership for 2030 and beyondLondon Business School
This case study explores the custom programme developed by London Business School for the Kuwait Petroleum Corporation in conjunction with the National Technology Enterprises Company Kuwait. The study examines the scale and accomplishments of the programme, as well as the unique tripartite collaboration between the three key stakeholders that delivered its success.
Together, Microsoft and London Business School created The Public Sector Course: a customised programme, tailoring a Massive Open Online Course (MOOC) model for Microsoft’s public sellers specifically. The programme aims to empower participants to build trust and credibility with customers.
Learn more about our customised programmes: https://www.london.edu/programmes/executive-education/topic/executive-education-for-organisations/custom-programmes
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Active vs. passive – practitioner perspectives - Tim Hodgson, Head of the Thinking Ahead Institute, Willis Towers Watson
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking
Portfolio construction today - Cliff Asness, Managing & Founding Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking – Private Equity
Partners Capital View of the Future of Private Equity Investing
Stan Miranda, Founder and CEO, Partners Capital Investment Group
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Risk taking the ATP way - Kasper Lorenzen, Chief Investment Officer, ATP
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Is factor investing a bubble? - René M. Stulz, Everett D. Reese Chair of Banking and Monetary Economics, Ohio State University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Sharpening the Arithmetic of Active Management - Lasse Pedersen, Professor of Finance, Copenhagen Business School and NYU; and Principal, AQR Capital Management
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
Insight Summit 2017: Intelligent Risk Taking - Active vs passive investing
Money management in equilibrium - Jonathan Berk, A.P. Giannini Professor of Finance, Graduate School of Business, Stanford University
Presented at the third annual Insight Summit conference held on 7 November 2017 by London Business School’s AQR Asset Management Institute.
The ten commandments of business innovation | London Business SchoolLondon Business School
From his new book Breaking Bad Habits, LBS's Freek Vermeulen explores the ten commandments your business must follow to reinvigorate your organisation.
http://www.freekvermeulen.com/
Find out how Smurfit Kappa partnered with London Business School to design two precisely calibrated learning journeys that transformed participants from two distinct strands of leadership.
Systemic Risk in the Asset Management Industry - Michael Mendelson, Principal, AQR Capital Management
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Myths and Realities of ETFs and Index Investing - Ananth Madhavan, Managing Director, Global Head of Research for ETF and Index Investing, BlackRock
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Presented at the AQR Asset Management Institute conference, Perspectives: Systemic Risk in Asset Management held on 26 April 2017 at London Business School.
Together with London Business School (LBS), Nordea created the Strategic Leadership Programme to empower its next-generation leaders to: think strategically about the future and about customers; align functions and strategies to the overarching Nordea Future Relationship Bank Strategy; and build trust across the whole business.
Learn more about our customised programmes: http://bit.ly/2mzsMM5
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The Parable of the Pipeline a book every new businessman or business student ...
Why Good Management is so Difficult – LBS Professor Julian Birkinshaw
1. Uncommon Sense
Why Good Management is So Difficult
Professor Julian Birkinshaw
London Business School
& The Management Lab
Alumni Reunion, May 2012
Copyright Julian Birkinshaw 2011
2. Quick Quiz:
To what extent does your current boss…
Answer on a 1-5 scale: 1=not at all, 2=not really, 3=neutral, 4=to some extent, 5=to a very great extent
1. …seek growth for growth’s sake?
2. …pursue ‘pet’ projects he/she is interested in, regardless of
whether they fit with the organisation’s goals?
3. …become visibly angry at work when relatively small mistakes
are made?
4. …get overly involved in the details of all the projects he/she is
responsible for?
5. …seek out recognition and plaudits for what he/she has
achieved?
6. …try to take credit for the good work of others?
7. …organise things for his/her own convenience, rather than
taking care of the needs and interests of others?
Copyright Julian Birkinshaw 2011
3. A Puzzle
If something doesn’t work very well
And a (proven) better alternative exists…
Surely we would expect everyone to gravitate
towards that alternative?
Copyright Julian Birkinshaw 2011
5. Who are you happiest with?
Friends 3.3
Parents/relatives 3.0
Spouse 2.8
My children 2.7
Co-workers 2.6
Clients/customers 2.4
Alone 2.2
Boss 2.0
(Rating is on a 1-5 scale)
Copyright Julian Birkinshaw 2011
6. Cynicism about the quality of
management in UK companies is rife
Copyright Julian Birkinshaw 2011
7. Companies that put their employees
first appear to do very well
Copyright Julian Birkinshaw 2011
8. Companies that put their employees first
are more profitable
• “Based on 7,939 business units, Positive relationships were
found between employee satisfaction/engagement and business
outcomes including profit” (Harter et al, 2002)
• Companies on the “100 Best Companies to Work For” list
enjoy positive workforce attitudes and performance advantages
over the broad market” (Fulmer et al, 2003)
• “A value-weighted portfolio of the 100 Best Companies earned
an annual alpha of 3.5% from 1984 to 2009” (Edmans, 2011)
This is not a new story!
Copyright Julian Birkinshaw 2011
9. Resolving the puzzle – from two
different directions
A top-down perspective
(rethinking the “system” of management)
A bottom-up perspective
(rethinking the “role” of management)
Copyright Julian Birkinshaw 2011
10. Rethinking the System of Management
Business Model Management Model
Choices an organisation Choices firms make
make about: about:
• Sources of revenue • Coordinating activities
• Cost structure • Making decisions
• What to make / buy • Motivating employees
• How to make a profit • Defining objectives
Copyright Julian Birkinshaw 2011
11. A Framework for reinventing
management
Coordinating Activities
Bureaucracy Emergence
Making Decisions
Hierarchy Collective Wisdom
Motivating People
Extrinsic Intrinsic
Defining Objectives
Alignment Obliquity
Traditional Principles Alternative Principles
Copyright Julian Birkinshaw 2011
12. Obliquity
Goals are best achieved indirectly
If you want to get to point A, aim at point B
Don't aim at success — the more you aim at it and make it a target, the
more you are going to miss it. For success, like happiness, cannot be pursued;
it must ensue, and it only does so as the unintended side effect of one's
personal dedication to a cause greater than oneself.
Viktor Frankl, Holocaust Survivor and Philosopher
Copyright Julian Birkinshaw 2011
13. How do people think management will
change over the next five years?
1 2 3 4
Bureaucracy Emergence
Hierarchy Collective Wisdom
Extrinsic Intrinsic
Alignment Obliquity
Our Management Our Management
Model today Model in 5 years
Copyright Julian Birkinshaw 2011
14. Resolving the puzzle – from two
different directions
A top-down perspective
(rethinking the “system” of management)
A bottom-up perspective
(rethinking the “role” of management)
Copyright Julian Birkinshaw 2011
15. Two different ways of thinking about
management
What do we want to How should we act to
get done? harness their latent
enthusiasm and skill?
How do we need to What hopes, aspirations,
act to get our fears, concerns do
employees to do it? employees experience
at work?
Copyright Julian Birkinshaw 2011
16. The current research: Enabling our
employees to do their best work
Part 1
• What makes my work motivating and
fulfilling?
• What are my fears, concerns and
frustrations in the workplace?
Copyright Julian Birkinshaw 2011
17. Respondents are worried about lack of
opportunities, and failing to deliver
Lack of opportunities for advancement 3.3
Fear of failing to deliver to expectations 3.3
Lack of clarity about organisation vision 2.8
Lack of resources for getting work done 2.8
Incompetence/negative attitudes at work 2.8
Lack of fit with organisation’s values 2.8
Fear of looking foolish with colleagues 2.6
Excessive change/turbulence in workplace 2.6
(Rating is on a 1-5 scale)
Copyright Julian Birkinshaw 2011
18. A hierarchy of employee’s
“fears, concerns and frustrations”
Lack of opportunities for personal development
Self-
actualisation Fear of failing to deliver on (high) expectations
Esteem, Concern with the stress of the work
achievement, respect Frustration with ineffective processes
Belonging, love, friendship Concern about not fitting in
Concern with uncertainty and change
Safety, security of employment
Fear of redundancy
Physiological needs
Maslow’s Hierarchy Employee fears and concerns
Copyright Julian Birkinshaw 2011
19. The current research
Part 2
• What are the characteristics of a good
boss and a bad boss?
• What are the specific things he or she
does that enable me (or not) do my best
work?
Copyright Julian Birkinshaw 2011
20. The Seven Deadly Sins of Management
• Envy
• Greed
• Gluttony
• Lust
• Pride
• Sloth
• Wrath
Copyright Julian Birkinshaw 2011
22. Goal Setting Sins
• Greed – Empire building, growth
for growth’s sake, overseeing
rather than adding value
• Lust – desire to pursue pet
projects for their own sake,
rather than to further the
organisation’s goals
Copyright Julian Birkinshaw 2011
24. Monitoring Sins
• Wrath – blowing up at the
slightest error, being an asshole,
poisoning the culture
• Gluttony – taking too much on,
stealing others decisions, not
delegating
Copyright Julian Birkinshaw 2011
25. GREED
LUST
Setting
Goals
Making Monitoring WRATH
adjustments Performance GLUTTONY
Reviewing
results
PRIDE
ENVY Copyright Julian Birkinshaw 2011
26. Reviewing Sins
• Pride – hubris, believing your
own hype, not admitting your
mistakes
• Envy – not recognising the
achievements of others, trying
to take credit for their work
Copyright Julian Birkinshaw 2011
27. GREED
LUST
Setting
Goals
Making Monitoring WRATH
SLOTH adjustments Performance GLUTTONY
Reviewing
results
PRIDE
ENVY
Copyright Julian Birkinshaw 2011
28. Adjustment Sins
• Sloth – not caring about
others, inattentive, more
concerned for your own
comforts than those of
others, abrogation of
responsibilities
Copyright Julian Birkinshaw 2011
29. Quick Quiz:
To what extent does your current boss…
Answer on a 1-5 scale: 1=not at all, 2=not really, 3=neutral, 4=to some extent, 5=to a very great extent
1. GREED…seek growth for growth’s sake?
2. LUST…pursue ‘pet’ projects he/she is interested in, regardless
of whether they fit with the organisation’s goals?
3. WRATH…become visibly angry at work when relatively small
mistakes are made?
4. GLUTTONY…get heavily involved in the details of all the
projects he/she is responsible for?
5. PRIDE…seek out recognition and plaudits for what he/she has
achieved?
6. ENVY…try to take credit for the good work of others?
7. SLOTH…organise things for his/her own convenience, rather
than taking care of the needs and interests of others?
Copyright Julian Birkinshaw 2011
30. In summary…
What employees need What they often get
• Give your people • Confusing or unclear
important work to do objectives
• Provide them with • Micro-management and
space meddling
• Provide support when • Lack of information, lack
it is needed of concern
• Given people • Limited or no feedback
recognition & praise
Copyright Julian Birkinshaw 2011
31. Google’s Rules for Good Management
1. Be a good coach
2. Empower your team and don't micromanage
3. Express interest in team members' success and personal
well-being
4. Don't be a sissy: Be productive and results-oriented
5. Be a good communicator and listen to your team
6. Help your employees with career development
7. Have a clear vision and strategy for the team
8. Have key technical skills so you can help advise the team.
(Google’s Quest to Build a Better Boss, Adam Bryant, New York Times, March 12th)
Copyright Julian Birkinshaw 2011
32. Why is there such an enormous gulf
between the rhetoric and the reality?
1. Managing well is harder than it seems
2. Competing priorities and limited time
3. Good management requires non-intuitive
behaviour
Copyright Julian Birkinshaw 2011
33. So how can we improve the quality of
management in our companies?
Learn how to
see the world
through the
eyes of our
employees
Copyright Julian Birkinshaw 2011
34. Marketing Management
1. Get to know your 1. Get to know your
customers properly employees properly
2. Deliver on the 2. Deliver on the
customer employee
experience experience
3. Turn your 3. Turn your
customers into employees into
promoters promoters
Copyright Julian Birkinshaw 2011
35. 1. Get to know your employees properly
Copyright Julian Birkinshaw 2011
36. Cutting through the hierarchy: How do
you get closer to the front line?
• Skip-level meetings
• Web-enabled chat and discussion forums
• Front-line work
• “Smokers corner”
• Reverse mentoring
Copyright Julian Birkinshaw 2011
37. 2. Deliver on the employee experience
• Give the “service” mentality
some teeth
– HCL’s Smart Service Desk
– HCL’s open 360 feedback
Copyright Julian Birkinshaw 2011
38. 3. Turn your employees into promoters
Net Promoter Score: How likely is it that you
would recommend this company to a friend or
colleague?
Not at all Extremely
likely likely
1 2 3 4 5 6 7 8 9 10
Detractor Neutral Promoter
Copyright Julian Birkinshaw 2011
39. The “Net Management Promoter Score”
How likely is it that you would recommend your line
manager to a colleague as someone they should work
for in the future? (1=not at all likely, 10=extremely
likely)
Detractor Neutral Promoter
87 people 60 people 55 people
Copyright Julian Birkinshaw 2011
40. A top quality boss is the best single
predictor of employee engagement
Copyright Julian Birkinshaw 2011
42. A new management style
Hypothesis: A greater emphasis on ‘coaching’ will
increase the effectiveness of my team
Before After
Traditional style Supervisor spends 5 hours
of supervision more per week providing
of team feedback and coaching team
Intervention: Supervisor has 5 hours Result: Team members
per week freed up (fewer meetings) more engaged, significant
increase in cross-selling
Team are asked to look for new ways of
from lower performers
increasing cross-selling
Copyright Julian Birkinshaw 2011
43. Principles of Experimentation
1. Focus on causes, not symptoms.
2. Make your hypotheses explicit.
3. Limit the scope of your experiment.
4. Run the new in parallel with the old.
5. Start at home.
6. Use volunteers, if possible.
7. Iterate.
Copyright Julian Birkinshaw 2011