Why management is quackery. And what leadership for the 21st century must really look like - keynote at HFU Business School, Villingen-Schwenningen, December 2013
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
Organize for Complexity, part II (BetaCodex13) Niels Pflaeging
How to make work work again. How to break the barrier of command-and-control, and create the peak-performance, networked organization.
Illustrations by Pia Steinmann
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.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
Transformation as Social Movement (BetaCodex04)Niels Pflaeging
This paper was previously entitled "Decide to Change".
It explains how org model transformation, as a process, is different from common change projects and initiatives
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
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!
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
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Beyond Budgeting: Leading with Flexible Targets. 2-day seminarNiels Pflaeging
Slides from 2-day Beyond Budgeting seminar in Kuala Lumpur, Malaysia
The slides a re not entirely self-explaining. See the BetaCodex Network´s white papers for further detail.
Organize for Complexity, part II (BetaCodex13) Niels Pflaeging
How to make work work again. How to break the barrier of command-and-control, and create the peak-performance, networked organization.
Illustrations by Pia Steinmann
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.
Turn Your Company Outside-In! A paper on cell structure design, part I (BetaC...Niels Pflaeging
Paper on the innovative "networked cell structure design" approach - an alternative organizational design approach to tayloristic, functional, and process-oriented designs.
This presentation - shown in Notes View to include the underlying script - summarises a variety of underlying large-scale strategic changes that impact on all organisations in the early 21st century.
[Copyright (c) Tetradian Consulting 2001]
Transformation as Social Movement (BetaCodex04)Niels Pflaeging
This paper was previously entitled "Decide to Change".
It explains how org model transformation, as a process, is different from common change projects and initiatives
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
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!
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
The three organizational structures, powers & leaderships: A closer look.
BetaCodex Network white paper No. 18, authored by Niels Pflaeging and Silke Hermann.
Auszug aus der erweiterten Neuauflage des Buchs "Organisation für Komplexität" von Niels Pfläging. Diese Auflage erscheint als durchgängig farbiges, erweitertes Hardcover und als eBook am 15. August 2014.
Einzel- und Paketbestellungen über kontakt@nielspflaeging.com
Independence at Work: Why management is dispensable. How complexity is causi...Niels Pflaeging
Slides for keynote presentation by Niels Pflaeging at "Phaesun Workshop 2012" in Memmingen, Germany.
Illustrations used by permission of Jurgen Appelo, www.noop.nl
Design for Complexity. Webinar with Niels Pflaeging organized by On The MarkNiels Pflaeging
Illustrations from the book Organize for Complexity by Niels Pflaeging, available under http://www.amazon.com/Organize-Complexity-Build-High-Performance-Organization/dp/0991537602
This is the slide deck of a keynote I gave at Java Forum Nord 2016.
I started with some of the contradictory requirements, developers find themselves often confronted with and the question, if there is a bigger context that we can use to make sense of it.
Then I did a bit of "time-traveling", explaining where we came from and how business and IT have evolved over time. The core finding was that we find ourselves in the middle of a revolution that is going on (not only) in IT.
The last part were some recommendations how an IT developer can at least reduce the risk to become "revolution roadkill".
As always most of the content was on the voice track. But maybe the slides are still a bit helpful on their own.
These are slides from my talk at Founder Institute's opening session in Finland. They don't work well w/o speech. Quick and dirty. Perhaps the most interesting part is the quick-and-dirty opportunity evaluation framework ... or not. Enjoy!
We tend to see megatrends as moving exponentially in the future, forgetting that counter-movements can become quite predominant as well at some point. This presentation gives a preview into what would happen if either the trends or their 'antitrend' would prevail. Obviously, the real future will be somewhere inbetween, this is just a thought experiment... enjoy!
The world is changing at a rapid pace and so is the Marketing world. And that is how we decided to come up with a MARkezine Edition which will capture the essence of things that are happening around.
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BetaCodex Network White Paper No. 17 | April 2021 l betacodex.org/white-papers
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Why management is quackery. Keynote by Niels Pflaeging at HFU Business School (Villingen-Schwenningen/D)
1. Why management is quackery. Niels Pflaeging
And what leadership for the 21st century
must really look like
Keynote at University Villingen-Schwenningen Villingen-Schwenningen/Germany, 19 December 2012
Illustrations used with kind permission by Jurgen Appelo
2. ?!
Typical questions about
work & organizations
13. The impact of complexity on work:
Value creation has two parts
Dynamic part –
solution: man
Formal part –
solution: machine
14. high dynamic
Dynamic part
of value
creation
Solution: man
Age of
crafts manu-
facturing
Local markets,
high customi-
zation
Formal part of
value creation
Solution:
machine
1850/1900 t
15. high dynamic sluggishness/low dynamic
Dynamic part
of value
creation
Solution: man
Age of Age of
crafts manu- tayloristic
facturing industry
Local markets,
Spacious markets,
high customi-
little competition
zation
Formal part of
value creation
Solution:
machine
1850/1900 1970/80 t
16. high dynamic sluggishness/low dynamic high dynamic
Dynamic part
of value
creation
Solution: man
Age of Age of Age of
crafts manu- tayloristic global
facturing industry markets
Local markets, Outperformers exercise
Spacious markets, market pressure over
high customi-
little competition conventional companies
zation
Formal part of
value creation
Solution:
machine
1850/1900 1970/80 today t
The dominance of high dynamics and complexity is neither good or bad.
It‘s a historical fact.
17. Guess where in this “Taylor bathtub” timeline interdependence becomes vital!
Dynamic part
of value
creation
Solution: man
Age of Age of Age of
crafts manu- tayloristic global
facturing industry markets
Local markets, Outperformers exercise
Spacious markets, market pressure over
high customi-
little competition conventional companies
zation
Formal part of
value creation
Solution:
machine
1850/1900 1970/80 today t
18. “Socially dense market organization”. Is that possible?
Command, Radical transparency,
Problems,
control social density,
information
group pressure
Frame: values,
Frame: rules,
principles, roles,
responsibilities,
shared objectives
job descriptions
19. Industry
Retail
It is possible
Services
Governments
& NGOs
20. But…
We have to build consensus about human nature.
What are people like?
21. McGregor's critical distinction
Theory X Theory Y
Attitude
People dislike work, People need to work and want to take an interest
find it boring, and will avoid it if they can in it. Under right conditions, they enjoy it
Direction
People must be forced or bribed People will direct themselves
to make the right effort towards a target that they accept
Responsibility
People would rather be directed than accept People will seek and accept responsibility,
responsibility, (which they avoid) under the right conditions
Motivation
People are motivated mainly by money Under the right conditions, people are motivated
and fears about their job security by the desire to realize their own potential
Creativity
Most people have little creativity - except Creativity and ingenuity are widely distributed
when it comes to getting round rules and grossly underused
Source: Douglas McGregor, ‘The Human Side of Enterprise’, 1960
22. Behavior
Context
Human Nature
We have an observation problem
45. The dependence model - The in(ter)dependence model:
nice illusion Where everyone can think. And
everyone has to!
46. Transparency & Improvement
Peer team comparisons
Comparisons w/previous periods
Dialogue & dissent
Pay by market value
Result sharing
…
Fixed & individual targets
Management by Objectives
Budgets & Plans
Performance appraisals
Pay by Position
Pay for Performance
Incentives & Bonuses
…
47. The 10.000 hour principle
For mastery and learning.
Pretty important
50. Organizing the work requires a new codex: based on scientific insight.
understanding of complexity & human nature
Law The In(ter)dependence The Dependence
model – Beta model – Alpha
§1 Freedom to act Connectedness not Dependency
§2 Responsibility Cells not Departments
§3 Governance Leadership not Management
§4 Performance climate Result culture not Duty fulfillment
§5 Success Fit not Maximization
§6 Transparency Intelligence flow not Power accumulation
§7 Orientation Relative Targets not Top-down prescription
§8 Recognition Sharing not Incentives
§9 Mental presence Preparedness not Planning
§10 Decision-making Consequence not Bureaucracy
§11 Resource usage Purpose-driven not Status-oriented
§12 Coordination Market dynamics not Commands
51. .!
.
Let´s bring independence to work.
It works.
52. !!
Niels Pflaeging,
www.nielspflaeging.com
www.betacodex.org
All illustrations: Jurgen Appelo www.noop.nl and Niels Pflaeging @NielsPflaeging