Tag Archives: Management

This is the one secret to managing an organization

By Maynard Webb – It’s all about people. You don’t have anything if don’t have great people doing great things.

So, what’s the secret? You have to have conviction about what you are doing. You have to have a mindset that says you are doing something amazing and exciting and people will want to be a part of it. In order to attract people to your endeavor, you must believe that it’s an incredible opportunity for others and you must execute and deliver on that promise.

Always be on the lookout for great people, and do so with a mindset of abundance. People are yearning for good opportunities and you have the privilege of being able to offer them a chance. See what you have as what’s scarce—a rare and special opportunity. Instead of thinking of hiring as chore, see it as a gift that can change someone’s life.

Always pick and promote people who will help you and your culture grow.

Don’t eliminate people because they don’t seem like a “culture fit”—embrace differences and stay rigorously focused on the cultural attributes that actually define your company. more>

What Is Strategic Agility?

By Steve Denning – As I suggested here and here, the subject of Strategic Agility is important because it’s central to the key business issue: how to make money from Agile? If the Agile movement is only about creating great workplaces for software developers (also important!) but doesn’t generate better business outcomes, its life expectancy won’t be long. Since I continue to get questions about the meaning of the term, “Strategic Agility,” a few more words about it are in order.

To begin with, it’s useful to recognize that “strategy” in management is contested territory. The term is used in different senses by different practitioners and writers. I am not suggesting that one sense of “strategy” is right and all the others are necessarily wrong. So long as we make clear how we are using the term, we can go on having a useful discussion.

Much of what I see in the world of Agile software development is, by my definition, operational Agility. i.e. making the existing products better, faster, cheaper and so on for existing customers.

Operational Agility is a good thing, and even essential, but it has a drawback. It usually doesn’t make much money.

That’s because in the 21st Century marketplace where competitors are often quick to match improvements to existing products and services, and where power in the marketplace has decisively shifted to customers, it can be difficult for firms to monetize those improvements. more>

Learning Consortium For The Creative Economy Is Launched

By Steve Denning – The Learning Consortium will explore the leadership and management practices emerging to deal with a marketplace that requires continuous customer-driven innovation. It will study ongoing transformational shifts in management, away from hierarchical bureaucracy and toward more Agile and creative approaches to the structure and coordination of work, communications, goals, and metrics.

Its purpose is to enable peer-to-peer learning and sharing resources and experience in a context of integrity and trust.

Many organizations are moving from the goal of maximizing shareholder value to a focus on adding value to those for whom the work is being done. They’re evolving from the practices of hierarchical bureaucracy to the collaborative leadership and management practices of the Creative Economy. more> http://tinyurl.com/pfpq8fs

Takeaways From The Drucker Forum 2014

By Steve Denning – The goals, practices and metrics of the traditional way of running organizations fitted together as a kind of perfect marriage.

That was because when you have a goal of making money for the shareholders and the executives, you cannot inspire people to pursue that goal with any commitment or passion. So you have no choice but to run the organizations with command-and-control.

You had to have hierarchical bureaucracy to force the employees to pursue a goal that they didn’t really believe in. So shareholder value and hierarchical bureaucracy fit together in a perfect interlocking relationship, like a hand in a glove. more> http://tinyurl.com/pvym7fl

The New Yorker: Battle Of The Strategy Titans

By Steve Denning – If this academic scuffle was about something as remote from reality as, say, a new interpretation of Proust or the causes of the First World War, we could leave the professors and their surrogates to continue with these scintillating fisticuffs at their leisure. But since real issues are at stake, issues that have a bearing on our prosperity, both now and in the future, it’s worth taking the trouble to sort out what, if anything, is sensible in Lepore’s diatribe and what’s not. more> http://t.co/ReITn05H5X

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Systems Thinking: How to Lead in Complex Environments

BOOK REVIEW

The Fifth Discipline: The Art & Practice of the Learning Organization, Author: Peter Senge.

By Robert Bullock – By starting early and building skills and experience that will help leaders account for internal and external conditions, competing forces, and complex systems, your organization will make itself more capable of catching whatever the future throws€¦ and throwing it back! Specific skills and abilities that contribute to systems thinking include:

  • Ability to see relationships between organizational systems and the external environment, and between organizational systems and themselves
  • Ability to see the “big picture,” look at systems holistically, examine aggregates rather than individual activities
  • Appreciating the complexity of cause-and-effect relationships – they are rarely linear and are influenced by multiple interacting factors
  • Being able to bring multiple people/perspectives together – accepting that no single view has the answer
  • Ability to promote a learning orientation in others and oneself
  • Taking a long-term approach (5+ years)

more> http://tinyurl.com/ocvxo9g

Washington Post Joins Foes Of ‘The World’s Dumbest Idea’

English: Map of the first European corporation...

English: Map of the first European corporations and the timeline of their creation Español: Mapa de las primeras corporaciones europeas y la cronología de su creación. (Photo credit: Wikipedia)

By Steve Denning – Now in September 2013, the Washington Post has joined the chorus of critics and published an article by Steven Pearlstein entitled, “How the cult of shareholder value wrecked American business“.

“In the recent history of management ideas, few have had a more profound” or pernicious” effect than the one that says corporations should be run in a manner that ‘maximizes shareholder value.’

“What began in the 1970s and ’80s as a useful corrective to self-satisfied managerial mediocrity has become a corrupting, self-interested dogma peddled by finance professors, money managers and over-compensated corporate executives.” more> http://tinyurl.com/nhvs7a4

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The Golden Age Of Management Is Now

By Steve Denning – This constellation of principles has been articulated in a canon of management literature that comprises at least 21 recently published books, and that is growing by the day. These books describe ten simultaneous shifts now under way:

  1. From maximizing shareholder value to profitable customer delight.
  2. From sustainable competitive advantage to continuous strategic adaptation.
  3. From a pre-occupation with efficiency to co-creating value with stakeholders.
  4. From uni-directional value chains to multi-directional value networks.
  5. From steep hierarchies to shared responsibilities.
  6. From control and bureaucracy to disciplined innovation.
  7. From economic value to values that grow the firm.
  8. From command to conversation.
  9. From managing the machine to stewardship of stakeholders.
  10. From episodic improvements to a paradigm shift in management

more> http://tinyurl.com/p2q5mcc

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The 12 Habits Of Highly Collaborative Organizations

By Jacob Morgan – Collaboration is indeed a top priority for many business leaders but knowing what makes organizations successful can be a tricky thing.

Strategy before technology
Before rushing to pick that shiny new collaboration platform focus on developing a strategy which will help you understand the “why” before the “how.” This is crucial for the success of any collaboration initiative. You don’t want to be in a position where you have deployed a technology without understanding why. more> http://tinyurl.com/lk4x3tr

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We Need Fundamental Change In All Our Institutions

BOOK REVIEW

Macrowikinomics: New Solutions for a Connected Planet, Author: Don Tapscott.

By Steve Denning – The fundamental problem facing all our institutions today, including government, is not related to conjunctural economic changes. It’s not a business cycle that we are going through. It’s not a cyclical change. It’s a secular change. We are at a punctuation point in human history where the industrial age and institutions have finally come to their logical conclusion. They have essentially run out of gas.

For a long time, those institutions were great: they advanced humanity and prosperity around the world. But they are now unable to take us forward. So this is not a time for tinkering. This is a time of fundamental change. more> http://tinyurl.com/l32kvob

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