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Strategy #10

Strategy #10. Coordinating Activities. Command & Control versus Coordinate & Cultivate Coordination of: Capabilities Incentives Connections. Goals and Standards. Goal setting approaches Facilitator Orchestrator Standards Less important in centralized hierarchical organizations. Why?

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Strategy #10

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  1. Strategy #10

  2. Coordinating Activities • Command & Control versus Coordinate & Cultivate • Coordination of: • Capabilities • Incentives • Connections

  3. Goals and Standards • Goal setting approaches • Facilitator • Orchestrator • Standards • Less important in centralized hierarchical organizations. Why? • Standards enable flexibility by routinizing the unexceptional

  4. Process Architectures • Analogous to product architectures • Plug-and-play processes • Process representation • Enable process outsourcing • Process management • Aimed at managing higher-level objectives

  5. Deep Structure of Business Processes • Analogous to the ‘deep structure’ of language • Surface mapping (traditional) of processes is too rigid specifying ‘how’ the process is to occur and often aiming to automate the process • Deep structure focuses on dependencies • Management of the process is left the discretion of process workers or managers

  6. Process Dependency (Flow) • One activity produces a resource used by another activity. Resource Activity Activity

  7. Process Dependency (Sharing) • Multiple activities use the same resource Activity Resource Activity

  8. Process Dependency (Fit) • Multiple activities jointly produce the same resource Activity Resource Activity

  9. Managing Processes = Managing Dependencies • Can be centralized or decentralized • Must insure that you get the right thing to the right place at the right time (“Play the game right”) • Process participants must understand process goals and incentives • Process participants must have information about the dependencies

  10. Consulting Firm Example • Project orientation – Activity • People resources • Knowledge resources • Reputation resources

  11. Sharing People among Projects • How are people grouped? • How does sharing occur? • How are group managers chosen? • What are the incentives for sharing people?

  12. Sharing Knowledge among Projects • What structures are used for sharing knowledge? • Who maintains the structures? • What are incentives for sharing knowledge?

  13. Checking and Controlling Final Products and Services (Assuring Reputation) • When are things checked? • Who does the checking? • How are checkers selected?

  14. An Interesting Question • In your organization, what percentage of the intelligence and creativity of its people does your own organization actually use?

  15. Principles for Cultivation • Harness people’s natural tendencies • Let a thousand flowers bloom • Encourage cross fertilization • Encourage improvisation

  16. Capabilities for Distributed Leadership • Visioning – creating an image of something deeply important to you • Sense-making – explaining the shared environment • "Chaos is just order undeciphered" - The Book of Contraries • Inventing – problem solving and brainstorming • Relating – the importance of dialogue

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