management 3.0 - scaling an organization
TRANSCRIPT
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
management30.com
management30.doorkeeper.jp