Bye-bye Management! Keynote from Niels Pflaeging at Agile Tour 2013 (Vilnius/LT)

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Slides from Niels´ keynote at Agile Tour 2013 Vilnius, Lithuania

Transcript of Bye-bye Management! Keynote from Niels Pflaeging at Agile Tour 2013 (Vilnius/LT)

Bye-bye Management!

Why Management is dispensable. How our organizations will become agile, radically decentralized, and networked. Sooner than you think.

Agile Tour Lithuania 2013 - Vilnius Niels Pfläging @NielsPflaeging nielspflaeging.com

betacodex.org

Quiz. Trust Culture Innovation Customer Satisfaction Earnings Success Love

Quality Cost Products Engagement Leadership Risk Compliance

Do we really understand the challenge?

Management: *1911

Thinking

Doing

Thinkers (Managers)

Doers (Workers)

Theory X Theory Y

Attitude

Direction

Responsibility

Creativity

Motivation

People need to work and want to take an interest in it. Under right conditions, they enjoy it

People will direct themselves towards a target that they accept

People will seek and accept responsibility, under the right conditions

Under the right conditions, people are motivated by the desire to realize their own potential

Creativity and ingenuity are widely distributed and grossly underused

People dislike work, find it boring, and will avoid it if they can

People must be forced or bribed to make the right effort

People would rather be directed than accept responsibility, (which they avoid)

People are motivated mainly by money and fears about their job security

Most people have little creativity - except when it comes to getting round rules

Structure 1

Structure 2

                 

     

Thinking & Doing

Thinking & Doing

Structure 3

Structure 3 with more detail

1 Formal Structure

2 Informal Structure

3 Value Creation Structure

                 

     

Alive Systemic Integrated/integrating Work the work Outside-In Led

Dead Mechanical Divided, individualizing Work the people Top-down Managed

                 

     

Vortrag: Niels Pfläging

24

”Meritocracy“ Horários de desconfiança

Control of work hours Job Descriptions

Competencies Management

Incentives Individual targets

Performance Appraisal/360°

Salary ranges

Training budgets Personnel Development

Org charts

Target negotiation

Holiday applications

”Personnel Expenses“

Suggestion boxes

Assessment Centers

Knowledge Management

Pay for Performance

Paid extra hours

Bonuses

Quotas

Dress codes

Job titles

HR

Management: *1911, ✝ca. 1970

Industry

Retail

Services

Governments & NGOs

It is possible

We have a choice.

Pioneering phase

Differentiation phase

Integration phase

Beta  

Alpha  

Fixed, individual targets Management by Objectives Budgets and Plans Performance Appraisal Hierarchical Pressure Pay by Position and/or Performance Incentives and Bonuses …

Transparency & Improvement Comparisons between peers Comparisons with previous periods Dialog and Dissent Social and group pressure Pay by market value Results Sharing …

Alpha  

Law Beta 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

How about reinventing work entirely – for this century?

@NielsPflaeging

nielspflaeging.com betacodex.org

Slides: on SlideShare Free white papers: Also. Many.