model de gestió per el segle xxi
DESCRIPTION
Presentació a la jornada "Un model de gestió per el segle XXI"TRANSCRIPT
1
Un model de gestió per el segle XXI
02.2012
2
.. 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
3
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:
4
.. 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A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades.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.
5
.. 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.
6
tendències1 : Connectivitat:
- Món 2.0, emergència de xarxes- Disminució de costos de connexió: invasió d’amateurs
Foto: ausnahmezustand-flickr
7
tendències
2 - Sostenibilitat:
- disminució recursos, preus energia.. - Cosmovisió : astronauta
8
Es comença a parlar de:
“Big shift” – Hagel“Great Reset” – Florida“New capitalism” – Haque“Radical management” - Denning
Foto:arguez-flickr
9
.. i com responem, a tot això?
Foto: R064N-flickr
10
ρετήἀ
11
L’esperit de l’artesania
Foto: ludovicmailard-flickr
13
push
14
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
16
triangle virtuós
projecte
lideratge
equip
marc conceptual
17
Visió sistèmica
marc conceptual
18
fluidesa
marc conceptual
19
sortidesEl que cal no fer:
No més del mateixNo unnovation, no zombieconomyNo normes (push..)
Foto: Renodesertfox-flickr
20
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
21
els principis
22
23
