The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Cores and Peripheries".

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Cores and Peripheries
Change Management
MTL Course Topics
Cores and Peripheries
CHANGE MANAGEMENT

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Cores and Peripheries
Change Management
MTL Course Topics
The Course Topics series from Manage Train Learn is a large collection of topics that will help you as a learner
to quickly and easily master a range of skills in your everyday working life and life outside work. If you are a
trainer, they are perfect for adding to your classroom courses and online learning plans.
COURSE TOPICS FROM MTL
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Cores and Peripheries
Change Management
MTL Course Topics
ARE YOU READY?
OK, LET’S START!

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MTL Course Topics
INTRODUCTION
The predominant structure of stable organisations is the
pyramidical shape of the hierarchy. These organisations
divide power and influence according to status - all power
being concentrated at the top and delegated downwards as
the top sees fit. In unstable times, the hierarchy doesn't
work. It is too slow to respond to change and places power
in the wrong hands. In times of change, organisations and
the people in them, are better served by "core and
periphery" structures.

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MTL Course Topics
CORES AND PERIPHERIES
"Core and periphery" structures are appropriate models for
times of change.
The "core" of the model is the part that doesn't change; the
"periphery" is the part that does. Both have a fixed
relationship to each other: the bigger the core, the smaller
the periphery, the smaller the core, the bigger the
periphery.
Some people compare the model to an atom revolving
round a nucleus; or a satellite revolving round a planet.
Charles Handy describes the model as an "inverted
doughnut": the dough is in the centre and the doughnut's
hole is the space around it.
Managing cores and peripheries is the new art of managing:
when cores are too great, we risk stifling people. When
peripheries are too great, we risk giving people too much
freedom.

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MTL Course Topics
THE NEW MODEL
The two parts of a core and periphery model complement
each other:
1. the core consists of the basic requirements of the job,
what is laid down and must be done. This is the
contractual and legal part of the work, what doesn't
change.
2. the periphery consists of additional requirements that
make the difference in the job. This is where real
maximising occurs. What is open to change.
Core is often dull, rigid, safe and necessary; periphery is
exciting, free, special, risky, additional, not necessary, the
difference that makes the difference.

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MTL Course Topics
INNER CORE, OUTER STYLE
Core and periphery models reflect the way we manage our
lives...
1. our jobs and lifestyles change constantly to meet new
opportunities, new fashions and changing needs. But
our sense of who we are, our character and our
strengths remain constant.
2. our children grow up and leave the family home to find
new kinds of jobs, new places to live, new relationships
and new lifestyles. But the values by which we want
them to live and grow: love, compassion, honesty,
decency stay the same.
3. the business of a food store changes every few years to
reflect new technology, new designs, new layouts, new
ideas. But the principles of service, care and value-for-
money are the same as when the business began a
hundred years ago.

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ATOMIC STRUCTURES
The "core and periphery" structure is modelled in the
physical world on the relationship between an atom and its
nucleus. Unlike a pyramidical hierarchy, which is a static
structure, the "core and periphery" model is in a continual
state of creative tension. As such, it is an ideal model for a
world of change.
While hierarchies are based on control and stability with
power concentrated at the top, core and periphery models
are based on a continual state of flux with power shifting
around the model, now in the centre, now at the rim.
"The atom, being the stable unit of the physical plane, is a
constantly changing vortex of reactions." (Kabbalah 1200BC-
700AD)

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MANAGING AND LEADING
To manage the core aspects of a job, we need to define and
communicate rules, standards, contracts and basics. They
are the "must do's" in the job.
To manage the periphery aspects of a job, we need to
encourage people to bring their individuality to the job to
encourage, support and genuinely motivate. They are the
"can do's" in the job.
Cores need to be managed; peripheries need to be led.
Each person in the organisation may have a different kind of
core and periphery relationship. A new employee, for
example, will require a large core and a small periphery;
whereas a competent employee will need a small core and a
large periphery.
"We must adjust to changing times and still hold on to
unchanging principles." (Jimmy Carter)

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STABILITY IN A CRAZY WORLD
All of us look for stability in our lives. Steve Chandler and
Scott Richardson, in “100 Ways to Motivate Others”, say that
all leaders are secretly trying to find more stability in their
work, in their careers, and especially in their companies.
But if they expect to find stability in these outside places,
they’ll be disappointed because these are the places where
change is most present. Something we think as important
changes in the outside world every day and will never be the
same again.
The answer for leaders who long for stability is to find it
inside. You do this by finding your own values, your own
motivation, your own discipline, your own rewards, and your
own enthusiasm. You build self-esteem, self-reliance, and
self-stability. You still act in the outside world, of course, with
all its frenetic changes but you do so from the still centre of
your own being.
“Becoming a leader is synonymous with becoming yourself. It
is precisely that simple and that difficult.” (Warren Bennis)

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OURSELVES
One of the best models for a core and periphery structure is
Ourselves. Our core is our inner life and our periphery is our
outer life.
Some people describe our inner life as our "being". It
describes our sense of who we are, our unchanging identity.
It includes our purpose and mission in life and the values
that are important to us. It encompasses our spiritual
beliefs. The periphery is our "having". It includes the things
we possess: job, house, car, holidays, possessions, clothes,
and so on. These are the things by which we are identified
to others and which come and go in our lives.
"People can't live with change if there's not a changeless
core inside them. The key to the ability to change is a
changeless sense of who you are, what you are about and
what you value." (Stephen Covey)

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THE JOB
Jobs have both cores and peripheries. In every job there are
things which must be done. These are likely to centre
around the organisation's need for standard practices. Then
there are the things that can be done. These are likely to
centre around the service we give to the customer.
In the core part of the job are the duties that must be done
and the standards that must be reached. These are usually
the minimum levels necessary.
In the periphery part of the job are the things that don't
have to be done but enhance the job and the job-holder:
innovations; ideas; building relationships with colleagues
and customers; added value.

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EMPOWERMENT
Core and periphery models are the ways in which
empowered organisations work.
An empowered organisation is one in which individuals
don't need to be told what to do, in which they own their
own jobs, take responsibility for results and have the power
to perform.
"In an empowered organisation, there are two critical
components of any job. The first is the core activities which
are those that must be performed successfully if the
employee is to achieve the basic purpose of the job. The
second is an area of flexibility based on the employee's
competency which can be expanded into. This is an area of
the job where initiative is not only possible but actively
encouraged. Job overlap, rather than being avoided at all
costs, becomes an opportunity for information sharing,
synergy and innovation." (John Burdett of Lawson Marden)

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CONTROLS
All organisations require control mechanisms; it is part of
the nature and purpose of organising. In over-controlling
organisations, the core is too strong and restricts the
creativity of employees; in under-controlling organisations,
there is too much freedom for employees to do what they
like.
In the core part of controls are the organisation's rules,
standards and procedures; in the periphery is the
employee's self-discipline to manage themselves.
"There are two kinds of control: external and internal. The
external controls come from the boss giving strict
instructions governed by disciplinary procedures and
penalties for poor performance. The internal controls come
from personal drives, such as pride in one's work, self-
esteem and a sense of responsibility." (Jim Durcan, Ashridge
Management college)

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Change Management
MTL Course Topics
HOME AND WORK
In the last few years, the way we work has undergone
tremendous changes, largely as a result of changes in the
way we are able to communicate with one another. Thanks
to the mobile phone, the Intranet and Internet, people can
now work for an organisation without actually being at the
organisation. They can work from home, from the client's,
from the railway platform, from the beach.
This means that...
1. the organisation's role is to provide direction, purpose
and mission while the individual's role is to manage his
or her own time and resources
2. the individual meets targets in his or her own way
rather than by conforming to a laid-down pattern of
working hours and office attendance
3. the organisation is at the hub, while people are like
satellites rotating around it.

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MTL Course Topics
TEAMS
When we are members of organisations, we tend to belong
to a number of teams. These can include both core teams
that sanction our organisational status and periphery teams
who are the keys to our personal growth.
Your core team is the official group that you belong to. It
could be the Accounts section, Research and Development
department, Production, Quality Control.
Your periphery team are the people whom you turn to to
really get things done. They may consist of friends, mentors,
colleagues from other parts of the organisation, people who
are dead but whose inspiration keeps you going, people
who are mental role models, people you make up in your
head, God.

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KARASSES
In his science-fiction book, "Cat's Cradle", Kurt Vonnegut
describes the two kinds of teams we belong to at work. He
calls them "granfaloons" and "karasses".
"Granfaloon" teams are those we are identified with
officially. We use their label but they are meaningless in
terms of "the way God gets things done".
"Karasses" on the other hand are the people in our personal
development team. They have no official status, probably
don't know they're in our team but seem right to be with us
at any particular moment. They include friends in our
personal network, colleagues whom we turn to for advice,
writers of books that give us ideas, mentors at the
workplace, and so on. Vonnegut says they "do God's will
without ever really discovering what they're doing."

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CUSTOMERS
Effective customer relationships depend not just on
complying with the agreed specification as laid down in the
letter of product and service agreements, but also in
building the relationship on a person-to-person basis. This
may sometimes mean throwing out what the agreement
states in order to give personal service.
1. the core of the customer-supplier relationship is what is
laid down in the customer specification: the right
product, the right place, the right cost, the right time,
the right quantity and so on...
2. the periphery of the customer-supplier relationship is
the quality of the relationship, the discretion each
person has to enhance the relationship, the unpaid-for
extras; the room for giving customer delight.

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MTL Course Topics
TRUSTING STAFF
Avis Rent-a-car was one of the first companies in the UK to
move away from a fixed system of dealing with customer
complaints.
Until the change, customers had to follow a long, inefficient
and costly process involving someone "in authority". After
the change, counter clerks were given authority to deal with
the complaints themselves face-to-face with the customer.
Their authority came from their trained ability to handle any
customer situation.
This change from hierarchical control to empowering staff
happens when management let go of their need to check
and trust people to do the job they're paid for.

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ORGANISATIONAL SHAPES
Responsive organisations which can meet change whilst
maintaining the best of what they have are likely to have
core and periphery balances rather than rigid pyramidical
hierarchies. In future, the shape of organisations is likely to
be shapeless in the way that the inverted doughnut is.
1. the core of future organisations is likely to be a small
group of Company employees on full-time status who
are totally dedicated to the company.
2. on the periphery of future organisations are likely to be
a range of people who work for the organisation: a
floating mixture of part-timers; casual and temporary
staff; sub-contractors; customers who do some of the
work themselves; consultants; itinerant helpers.

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MTL Course Topics
A MODERN SHOP
Unlike the simple grocery shop of the past, there are four
distinct systems in the modern supermarket:
1. there is a small group of full-time managerial and
administrative staff. The customers will rarely meet
them. They are the store's core staff.
2. there are various sub-contracted outlets within the
store providing services the multinational doesn't want
to do. These may be baker's, fishmonger's,
greengrocer's.
3. the staff who deal with customers are a mixture of part-
time, casual and temporary staff, trainees, secondees,
pensioners, young people on work experience, long-
term unemployed and disabled people on special
schemes. Many of the part-timers have one or two
other jobs elsewhere.
4. the work of selecting, weighing and packing previously
done by the grocer himself, is done by the customer.

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MTL Course Topics
THAT’S
IT!
WELL DONE!

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Change Management
MTL Course Topics
THANK YOU
This has been a Slide Topic from Manage Train Learn