management 3.0 - scaling an organization

MANAGEMENT 3.0 Scaling an Organization

Stefan Nüsperling

Management 3.0の日本 唯一の認定ファシリテーター

Purpose of this Group: §  Introducing a new way of leadership §  Making employees, employer and

clients happy §  Creating a Management 3.0 movement

§  Better Working Environments

§  Greater Companies §  Delighted Customers

Management 3.0とは

§ Management 3.0は  フレーム・ワークではない  § Management  3.0はシステムの見方  

マネジメントは人に関すること。�マネジメントの権限は強力はパフォーマンス […]。 �そいうわけマネジメントは人の要素です。  -­‐  Peter  Drucker,  Management  Rev.  Edi/on  

マネジメントは要素なので、�マネジャーだけの権限ではない。�

人ではなく、�システムを改善しよう�

Managment 3.0 =

NüWorks www.nuworks.jp

7 Management 3.0の3原則� §  主義1：�人相互作用のコミットメント�

§  主義2: �仕事の改善�

§  主義3: �顧客を満足させる�

§ 外発的モチベーションvs.内発的モチベーション　  

§ 飴と鞭は効果的ではない  

§ 自主性、熟達、目的は 効果的なモチベーション　  

モチベーション3.0

Microsoft Wordの物語「秘密のツールボックス」

マネジャーが  開発者を  鞭打ったから  MS  Wordの  リリース日は  遅延した  

参考: More with LESS, https://less.works/less/principles/systems_thinking.html

What is the best organizational structure?

How do we scale the business in an agile way?

Story  

Conway’s  Law  Organiza/ons  which  design  systems  are  constrained  to  produce  designs  which  are  copies  of  the  communica/on  structures  of  these  organiza/ons.  –  Melvin  Conway  

Hierarchies  versus  Networks  In  a  hierarchy,  rules  and  processes  create  predictability,  facilitate  coordinaEon,  and  reduce  cogniEve  load  because  people  have  proven  responses  to  rouEne  situaEons.  

In  a  network,  there  is  collecEve  intelligence.  The  crowd,  with  its  many  connecEons  between  members,  can  be  smarter  and  more  innovaEve  than  a  central  authority.  

–  Steven  Johnson,  Where  Good  Ideas  Come  From  

Even  small  organiza/ons  can’t  func/on  without  hierarchies  and  specialized  roles,  groups,  and  divisions.  –  Bob  SuIon  

Knowledge  work  requires  specializaEon  (going  deeper)  but  innovaEon  requires  generalizaEon  (spreading  out).  

The  economies  of  specializaEon  make  funcEonal  division  the  most  common.  But  innovaEon  requires    us  to  do  things  we’ve  never  done  before  and  thus  innovaEon  is  incompaEble  with  the  funcEonal  organizaEon.  

–  Peter  F.  Drucker,  Management    –  Burton,  Obel,  DeSancEs,  Organiza/onal  Design  

Specializa6on    versus  Generaliza6on  

T-­‐Skilled  People  

Hire  “generalizing  specialists”  who  go  deep  in  one  area  but  also  branch  out  in  other  areas.  

17  

Small  Teams  

Team  members  become  less  producEve  as  the  size  of  the  group  increases  (The  Ringelmann  Effect).  Therefore,  keep  teams  small,  but  large  enough  to  cover  a  value  stream.  –  Jacob  Morgan,  The  Future  of  Work  

Diversity  Diversity  helps  to  prevent  single-­‐mindedness,  complacency  and  groupthink.  It  increases  perspecEves  and  a  potenEal  for  creaEvity  and  innovaEon.  

In  every  team,  there  are  people,  and  people's  individual  needs,  interests,  and  personali/es  do  not  evaporate  when  they  join  a  group.  –  Robert  F.  Hurley,  The  Decision  to  Trust  

Exercise              

Play  the  Meddlers  Game!  

hIp://www.happymelly.com/organizaEonal-­‐structure-­‐organizaEonal-­‐design-­‐game      

Play and discuss one of the following scenarios §  A: Design a 5-person web design company that manages many small projects

1.  Now grow this company to 15 people 2.  Grow further to 30 people and now also big project are in the portfolio

§  B: Design the new audio-video production department of a marketing agency 1.  Now double the size of the department 2.  Triple the size

§  C: Design the organization structure for a popular, local coffee bar 1.  Double the size 2.  Expand to a full italian restaurant

§  D: Design the 30-person software department of a bank 1.  Now the department is split into mobile app deparment and desktop software 2.  Now the mobile app department grows double while the desktop department shrinks half

§  E: Create your own scenario

Debrief  

Here’s  to  the  crazy  ones.    The  rebels.  The  troublemakers.                  The  ones  who  see  things  differently.  While  some  may  see  them  as  the  crazy  ones,  we  see  genius.  Because  the  people  who  are  crazy  enough  to  think  they  can  change  the  world,  are  the  ones  who  do.  - Steve Jobs, Think Different

Or  …  your  own!

フレーム・ワーク�しないで、�

実験しよう�

Jurgen Appelo, Management 3.0の考案者�

Management  –  Peter  F.  Drucker  hIp://bit.ly/2cmNCFl    

OrganizaEonal  Design  -­‐  Burton,  Obel,  DeSanc6s  hIp://bit.ly/2cmNHJ8    

The  Modern  Firm  –  John  Roberts  hIp://bit.ly/2cE1puu    

The  Ambidextrous  OrganizaEon  –  Jens  Maier  hIp://bit.ly/2cXaf48    

The  Connected  Company  –  Dave  Gray  hIp://bit.ly/1PkwvAB    

Reading  List  

Text:  Jurgen  Appelo  ♦  IllustraEons:  Chad  Geran  ♦  Design:  Muuks  

m30@nuworks.jp

management30.com

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