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Organize for Complexity - Keynote by Niels Pflaeging at HR Congres (Malaga/ES)

How structure, power, performance paradigms and HR practices will change in times of high dynamics

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Organize for Complexity - Keynote by Niels Pflaeging at HR Congres (Malaga/ES)

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  1. Marbella/Malaga,04.06.2015 HRCongres @NielsPflaeging performanceparadigmsandHRpractices Howstructure,power, willchangeintimesofhighdynamics 1

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  3. Culture 3

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  7. Dynamicpartof valuecreation Solution:Man Formalpartof valuecreation Solution:Machine 7

  8. Localmarkets, highcustomization high dynamics 8

  9. Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics 9

  10. “Outperformers”exercise marketpressureover conventionalcompanies Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics high dynamics 10

  11. “Outperformers”exercise marketpressureover conventionalcompanies Localmarkets, highcustomization Spaciousmarkets, littlecompetition Sluggish/dull, lowdynamics high dynamics high dynamics Dynamicpartof valuecreation Solution:Man Ageof CraftsManu- facturing Ageof Global Markets IndustrialAge/ Ageof TayloristicIndustry Formalpartof valuecreation Solution: Machine 1970/80today 1850/1900 11

  12. Market Periphery Center 12

  13. Market Periphery Center Isin charge! 3Decision 2Information 1Impulse 4Command 5Reaction Client 13

  14. Market Periphery Center Servesthe periphery, ifneeded Isin charge! 2Decision 1Impulse 3Reaction Client 14

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  20. TheoryY TheoryX Attitude Peopledislikework, Peopleneedtoworkandwanttotakeaninterest init.Underrightconditions,theyenjoyit Direction Peoplewilldirectthemselves towardsatargetthattheyaccept tomaketherighteffort finditboring,andwillavoiditiftheycan Peoplemustbeforcedorbribed Responsibility Peoplewillseekandacceptresponsibility, undertherightconditions Peoplewouldratherbedirectedthanaccept responsibility, (whichtheyavoid) Motivation Undertherightconditions,peoplearemotivated bythedesiretorealizetheirownpotential Peoplearemotivatedmainlybymoney andfearsabouttheirjobsecurity Creativity Mostpeoplehavelittlecreativity-except whenitcomestogettingroundrules Creativityandingenuityarewidelydistributed andgrosslyunderused 20

  21. Behaviors Context Human Nature 21

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  23. … SWOTAnalysis Dresscodes Orgcharts Plan-Actualsvariances PerformanceAppraisal/360° StrategicPlanning BusinessPartners ”Meritocracy“ BudgetingPlanning HR KeyAccounting,BusinessAreas Holidayapplications Paidextrahours CostManagement SalesQuotas Incentives Individualtargets Targetnegotiation Jobtitles Controlofworkhours JobDescriptions PayforPerformance Travelpolicies MbO Bosseshire Joursfixes Bonuses SalaryRanges EarningsGuidance CompetenciesManagement Suggestionboxes Allocations MatrixStructures KnowledgeManagement Trainingbudgets PersonnelDevelopment DevelopmentCenters Forecasting ”PersonnelExpenses“ AssessmentCenters 23

  24. 3.Fase„beta“ o“fasedeintegración“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Fase„alpha“ o“fasedediferenciación“ Youngorganization Olderorganization 24

  25. 3.Fase„beta“ o“fasedeintegración“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization 25

  26. 3.Betaphase or“Integrationphase“ 1.Start-upphase or“Pioneerphase“ Transformacióntipo2: “Profundización“ Transformacióntipo1: “Burocratización“ Transformacióntipo3: “TransformaciónBeta“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization 26

  27. 3.Betaphase or“Integrationphase“ 1.Start-upphase or“Pioneerphase“ Type2transformation “Deepening“ Type1transformation: “Bureaucratization“ Type3transformation: “BetaTransformation“ 2.Alphaphase or“Differentiationphase“ Youngorganization Olderorganization 27

  28. Indústry Retail Itispossible. Servicies Government/ NGOs 28

  29. •  Transparency&Improvement •  Comparisonsbetweenpeers •  Comparisonswithpreviousperiods •  DialogandDissent •  Socialandgrouppressure •  Paybymarketvalue •  ResultsSharing •  … •  Fixed,individualtargets •  ManagementbyObjectives •  BudgetsandPlans •  PerformanceAppraisal •  HierarchicalPressure •  PaybyPositionorPerformance •  IncentivesandBonuses •  … 29

  30. Law §§1Freedomtoact §2Responsibility §3Governance §4PerformanceclimateResultculture §5Success §6Transparency §7Orientation §8Recognition §9Mentalpresence §10Decision-making §11Resourceusage §12Coordination Beta Connectedness Cells Leadership Alpha notDependency notDepartments notManagement notDutyfulfillment notMaximization notPoweraccumulation notTop-downprescription notIncentives notPlanning notBureaucracy notStatus-oriented notCommands Fit Intelligenceflow RelativeTargets Sharing Preparedness Consequence Purpose-driven Marketdynamics 30

  31. FormalStructure 31

  32. InformalStructure 32

  33. ValueCreationStructure 33

  34. Compliance,Power Social Work/ValueCreation FormalStructure InformalStructure ValueCreationStructure 34

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  37. @NielsPflaeging nielspflaeging.com organizeforcomplexity.com betacodex.org slideshare.net/npflaeging performanceparadigmsandHRpractices Howstructure,power, willchangeintimesofhighdynamics 37

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