model de gestió per el segle xxi

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Un model de gestió per el segle XXI

02.2012

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.. dades:

•ROA ha caigut al 25% des del 65

•Diferències winners-losers augmentades

•Index de caiguda, doblat: costa mantenir el lideratge

•Intensitat competitiva ha doblat

•Beneficis de productivitat: cap a talent i consumidors: deslleialtat

•Millores en infrastructures digitals

http://www.deloitte.com/view/en_US/us/About/Catalyst-for-Innovation/Center-for-the-Edge/the-shift-index/index.htm

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Key themes in the 2011 Index include:

•ROA (Return on Assets) performance continues its long-term decline due to deteriorating firm performance •Layoffs and other short-term measures taken by firms are not a sustainable solution to improving long-term firm performance •Connected individuals, not companies, are the ones harnessing flows and have more power because of it •Firms have untapped opportunities to reverse their declining performance by embracing pull

.. dades:

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.. dades:

Porter (2010):

A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success.

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.. dades:

Hamel (2010):

Most organizations still manage according to principles developed more than 100 years ago to foster discipline, control, and efficiency above all else. Yet, to survive (much less thrive) in an era marked by accelerating change, hyper-competition, the commoditization of knowledge, and heightened accountability, organizations must adopt a completely different set of management principles and practices.

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tendències1 : Connectivitat:

- Món 2.0, emergència de xarxes- Disminució de costos de connexió: invasió d’amateurs

Foto: ausnahmezustand-flickr

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tendències

2 - Sostenibilitat:

- disminució recursos, preus energia.. - Cosmovisió : astronauta

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Es comença a parlar de:

“Big shift” – Hagel“Great Reset” – Florida“New capitalism” – Haque“Radical management” - Denning

Foto:arguez-flickr

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.. i com responem, a tot això?

Foto: R064N-flickr

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ρετήἀ

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L’esperit de l’artesania

Foto: ludovicmailard-flickr

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teoria Y

DouglasMcGregor

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push

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Today’s corporations are finding it more difficult to “control” their employees and citizens. Control is the essence of push, and push is breaking down.

That is not to say the ends always justify the means, but rather that if you treat adults as grown-ups and give them sufficient leeway to accomplish what you ask them to - without trying to control all the ways they do it - then you’ll end up with a much better outcome than if you treat them as children for whom every step must be specified. This is particularly true when it comes to using knowledge to create economic value.

–hagel, seelybrown, langdavison, The power of pull, 2010

15pull vs push

marc conceptual

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triangle virtuós

projecte

lideratge

equip

marc conceptual

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Visió sistèmica

marc conceptual

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fluidesa

marc conceptual

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sortidesEl que cal no fer:

No més del mateixNo unnovation, no zombieconomyNo normes (push..)

Foto: Renodesertfox-flickr

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sortidesThe big shi ft: de empènyer a tivar: pull ente rprises

Afavorir pa ssió, serendipia, talent

flows, no st ocks Outside – i n mindset

No outputs, outcomes!

Cicles de v alor

Resiliència

Foto: tricky-flickr

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els principis

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.. i moltes gràcies per el vostre temps!

josep.julia@bcn.auren.es@pepjulia677995830