Information Management & Organizational Change · Lecture 2 2012, February 13th ......

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Information Management & Organizational Change

Toon Abcouwer www.abcouwer.nl

+31 6 21216321 [email protected]

@Toonabc

Lecture 2 2012, February 13th

Agenda

  The adaptive cycle   Relevant aspects

  Organization   Technology Next week   Strategy & Management   Culture & People

  Choosing a subject for your lecture 2

2

Change is as old as Rome

3

Developments in and around organizations

4

3

5

The 3 * 3 matrix model (AIM)

Strategy

Structure

Operations

Alignment within the model

ICT

Must/ want

Can

Strategy

Operations

Strategic fit

Must/ want

Can

Business

Functional integration

Strategy

Structure

Operations

6

The desirable What do we want "

The necessary What must we

The achievable What can we "

4

The adaptive cycle

7

Tension in organizations (Aime Heene)

The desirable What do we want "

The necessary What must we

The achievable What can we "

5

Dynamics in organizations

Unc

erta

in

Cer

tain

Can

Want

Equilibrium

Entrepreneurship Crisis

Certain Uncertain

Exploiting Exploring

New combinations

The adaptive model of Holling cs

10

6

Relation adaptive cycles

11

Release

Reorganization

Exploitation

Con

serv

atio

n

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

Two main developments

1

2

12

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

7

The phases

13

Taken as a whole there are 2 opposing modes: •  A development and conservation loop: left loop •  A release and new combinations/reorganisation loop:

right loop.

Differences: •  The left loop is about market power, capital, stability

and conservation. The well being increases •  The right loop is about uncertainty, novelty and

experimentation. Necessary for destructive or creative change

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

Van Business as Usual naar Crisis/scenario’s - Release

8

“Normal” managers behavior

  Aimed at improving (quality, efficiency) the business

  Thinking in evolutionary problem solving developments

  Specialization and economics of scale/fear of revolutions

  Short-term orientation

Paradoxes in Organizations the customer approach

The best performing compenies do miss the disruptive technology development

Customers demands

Disruptive technological

innovation

Development based on sustaining incumbent

technology

Time

Product performance

Bron : Christensen

Reason: current businessmodels does not fit with the model based on a disruptive innovation

9

Disruptive developments

17

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

From Crisis to New combinations - Reorganization

10

Searching for new combinations means New possibilities and control are tested:   Pilots   Shareholdings   Venture capital activities   Management buy outs   Ancillary positions Management behaviour:   Random curiosity and the search for understanding   In all these activities a member of the dominant coalition must

be involved.   Management development (what you learn from others)

Incl identification of career paths! Management development means that you must have worked in the right side of the model!!!

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Some precepts

  Arie de Geus:   Facilitate experimenting by the bosses   Make sure there is enough money for a

change   Ensure that internal monitoring can be

arranged through bearers of culture (compare the thinking in dominant coalitions) ...

20

11

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

21

From New combinations to Entrepreneurship- Exploitation

The entrepreneurship quadrant

At this stage, faith must be converted into realities.

  Rapid growth and gaining market share   Scaling up and standarising for mass production   It involves thinking in barriers, making deals,

achieving gentlemen's agreements etc.   Often in such a situation the difficult part is to

show why it should NOT

In fact this is to confirm and defend positions.

22

12

It is a profound change

  Positions will be killed here   People will have to hand in   The real price of changes will be yaken into

account   The main question is what we will really do Essentially question: Are we able to do what we really want?

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Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

Van Verbeteren naar een nieuwe BaU - Conservation

13

Towards a new business as usual

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•  Transition a new equilibrium goes incremental •  From opportunistic adaption to specialisation to

reduce uncertainty •  Building up size, knowledge, power and capital •  Strong competitor •  Very stable over lesser conditions •  And slower growing over time •  An accident waiting to happen


1

2

26

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

14


1

2

27

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

Revolt

Rem

embe

r


1

2

28

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

IV II

I III

Certain

Certain

Uncertain

Uncertain

WANT

CAN

Unc

erta

in

Cer

tain

Can

Want

Equilibrium


Certain Uncertain


New combinations

Revolt

Rem

embe

r

✗ Poverty

✗ Rigidity

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The final message

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Onz

eker

Ze

ker

Kun

nen

Willen/moeten

Evenwicht

Ondernemen Crisis

Zeker Onzeker

Exploiteren/ambtenaar Exploreren/kunstenaar

Nieuwe combinaties

Strategie

Structuur

Operaties

Strategie

Structuur

Operaties

Strategie

Structuur

Operaties

Strategie

Structuur

Operaties

IV II

I III

Zeker

Zeker

Onzeker

Onzeker

WILLEN

KUNNEN

IV II

I III

Zeker

Zeker

Onzeker

Onzeker

WILLEN

KUNNEN

Topics for the lectures

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Information Management & Organizational Change · Lecture 2 2012, February 13th ......

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