1 / 15

3.0 Management

3.0 Management. 1.0 to 3.0 Features Practical examples Zoom on org charts. Update : FL 17 oct 2011. Management Features Progression. Management 1.0 Execute orders and plans Decide, Delegate and Control Have reports executing own's plans or tasks Name and shame failure Individual power

frederickm
Download Presentation

3.0 Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. 3.0 Management • 1.0 to 3.0 Features • Practical examples • Zoom on org charts Update : FL 17 oct 2011

  2. Management Features Progression Management 1.0 Execute orders and plans Decide, Delegate and Control Have reports executing own's plans or tasks Name and shame failure Individual power Best case scenario : sum of individuals talents Management 3.0 Agility Community interest Collective Intelligence Recognize and reward attitude impacting other's performance Neutrinos 3.0 Switch+ Move elements of the vision Move outside patterns and cycles Change and exchange roles Move up but vary management level Call for rebounds Bet on collective intelligence Recognize contribution Management 2.0 Share vision and information Share responsibilities Contribute Exchange roles Rebound Reward performance and/or contribution Network strength Build or give Trust Update : FL 17 oct 2011

  3. Neutrinos Additional Key Features Management 3.0 Agility Community interest Collective Intelligence Recognize and reward attitude impacting other's performance Neutrinos 3.0 Booster Move elements of the vision Velocity Act out of phase, preferably in advance Move outside patterns and cycles Change and exchange roles Call for rebounds Bet on collective intelligence on a statistical large scale Avoid and melt useless bureaucracy Adopt daily changing organization Challenge and impact official organization In/Out leadership Increase the out-management ratio Update : FL 17 oct 2011

  4. Management Features Progression : Map Low interaction - - -- With bureaucracy Velocity Management boundaries Bureaucracy gravity +++ Autonomy Update : FL 17 oct 2011

  5. Management 1.0 Features Velocity Management 1.0 Execute plans Decide and Control Individual power Strong interaction With bureaucracy Squared down Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  6. Message #1 from FK is : Bureaucracy is exponential growth if not regulated and not at all time sensitive. Update : FL 17 oct 2011

  7. Management 2.0 Features Progression Velocity Management 2.0 Share Contribute Exchange roles Reward Networks Trust New support received from communities collective intelligence More Flexible interaction With bureaucracy Management 1.0 Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  8. Message #2 from FK is : Men need to be aware and resist to external constraints generated by bureaucracy. People and creativity are best line of resistance and resilience to it. Like a neon light. Update : FL 17 oct 2011

  9. Management 3.0 Features Progression Velocity Reduced sensitivity to bureaucracy Management 2.0 Management 3.0 Agility Community interest Knowledge Management Collective Intelligence Recognize and reward attitude Management 1.0 Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  10. Management Neutrinos3.0+ Features Progression Low interaction With bureaucracy Velocity Out of reach Ex 3 : Staffing and org charts Neutrinos 3.0 Moves Move outside patterns and cycles Bet on collective intelligence Recognize contribution Ex 2 : Go live on cloud tools vs secured internal solution design process and validation Ex 1 : Re-allocate 1.0 and 2.0 budgeted actions into 3.0 bets (Time and resources) Management 3.0 Agility Community interest Knowledge Management Collective Intelligence Recognize and reward attitude Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  11. Management progression complete Map Low interaction With bureaucracy Velocity Ex 3 : Staffing and org charts Management 2.0 Share Contribute Exchange roles Reward Networks Trust Neutrinos 3.0 Moves Move outside patterns and cycles Bet on collective intelligence Recognize contribution Ex 2 : Go live on cloud tools vs secured internal solution design process and validation Ex 1 : Re-allocate 1.0 and 2.0 budgeted actions into 3.0 bets (Time and resources) Management 1.0 Execute plans Decide and Control Individual power Management 3.0 Agility Community interest Knowledge Management Collective Intelligence Recognize and reward attitude Name and shame Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  12. Message #3 from FK is : Community can help you to fight bureaucracy and reduce administration weight. Time favors bureaucracy and rules against innovators when not used as an asset, so travel fast if you can. Your mission, whatever it is, has higher value and deserves some courageous management deals and moves. Update : FL 17 oct 2011

  13. Zoom on Staffing and organization chart updates Lowest interaction with bureaucracy Ex 3.3 : Staffing and org charts Accept lean teams + wide neuronal connectivity Velocity Management 2.0 Decentralized updates on web portals Synchronization lagging (Over-)Growing Flow of announcements Neutrinos 3.0 Moves Move outside patterns and cycles Bet on collective intelligence Ex 3.2 : Go live on cloud tools Individuals update their own profile, activity and reportings Ex 3.1 : Re-allocate 1.0 and 2.0 budgeted actions into 3.0 bets (Time and resources) Management 3.0 Neuronal automated representation of the communities and formal administrative links, nourished by individual and organization inputs (Management+HR), including outside partnerships. Change of criteria in Job grading and Talent Management Management 1.0 Org chart design process with long validation workflow Posting on rigid media Updates lagging and disturbing Bureaucracy gravity Autonomy Update : FL 17 oct 2011

  14. Practical Action Field 1.Budget Execute alternative plans or solutions within or under the allocated budget Decide to leverage out or inner community within tests instead of listed suppliers and consultants 3.Organization Accept and choose very lean team (as opposed to status of power with largest team as possible) Invest in nurturing communities with the bet that some (not even clearly identified as the moment of bet) will deliver back and for free or marginal cost 4.Relationships Connect with neuronal tools Go to see finance controllers outside of cycles Update and shape yourself information on open address books To each day and task its temporary leader Take the mike on undetected new media before official communication moves with high responsibility Move back to management 2.0 or even 1.0 when necessary (switch flavor like neutrinos do) Balance In/Out leadership mix : Increase the out-management ratio to a minimum of 50% 2.Timing Act out of phase, preferably in advance or very small steps at a time to remain unnoticed (like kids game) until own chosen time for communication Never wait for 100% proof readings and approvals Post checked info or draft ideas as soon as possible and update as soon as new input Give rights to community to overwrite part of your communication Choose out of shelves tools (information systems or management toolkits) that allow immediate action as opposed to solutions design. Update : FL 17 oct 2011

  15. Update : FL 17 oct 2011

More Related