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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.
