The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)

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The Future of Leadership Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think. #NEXT14 - Berlin

Leadership & Management Business Education

Organizational Leadership:
Do we really understand the challenge?

Thinking
& Doing
Thinking
& Doing
Peaches,
not
pyramids

Alive
Systemic
Integrated/integrating
Work the work
Outside-In
Led
Dead
Mechanical
Divided, individualizing
Work the people
Top-down
Managed

Industry
Retail
Services
Governments
& NGOs
It is possible

Pioneering
phase
Differentiation
phase
Integration
phase

Vortrag: Niels Pfläging
31
Control of work hours
Job Descriptions
Competencies Management
Incentives
Individual targets
Performance Appraisal/360°
Salary ranges
Training budgets
Personnel Development
Org charts
Target negotiation
”Personnel Expenses“
Suggestion boxes
Assessment Centers
Knowledge Management
Pay for Performance
Paid extra hours
Bonuses
Quotas
Matrix structures
Job titlesHR
Cost management
Budgeting Strategic planning
Process management
Development Center
Balanced Scorecards
Plan/Actuals reporting
Key Accounting
Dress codes
Project management
Travel policies

Beta

Alpha

Fixed, individual targets
Management by Objectives
Budgets and Plans
Performance Appraisal
Hierarchical Pressure
Pay by Position and/or Performance
Incentives and Bonuses
…
Transparency & Improvement
Comparisons between peers
Comparisons with previous periods
Dialog and Dissent
Social and group pressure
Pay by market value
Results Sharing
…
Alpha

Law Beta Alpha
§1 Freedom to act Connectedness not Dependency
§2 Responsibility Cells not Departments
§3 Governance Leadership not Management
§4 Performance climate Result culture not Duty fulfillment
§5 Success Fit not Maximization
§6 Transparency Intelligence flow not Power accumulation
§7 Orientation Relative Targets not Top-down prescription
§8 Recognition Sharing not Incentives
§9 Mental presence Preparedness not Planning
§10 Decision-making Consequence not Bureaucracy
§11 Resource usage Purpose-driven not Status-oriented
§12 Coordination Market dynamics not Commands

How about reinventing work and organizations
entirely – for this century?
@NielsPflaeging
nielspflaeging.com
betacodex.org
Related free white papers “Heroes of Leadership”
and “Organize for Complexity” on Slideshare

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Software developers are intended to be massive, highly leverageable value creators for their companies and teams - using their creative and technical talent to build products themselves or mission-critical systems that facilitate the delivery of value inside the business. The blunt truth, however, is that many software developers would screw up tying their own shoes when left to their own devices. There's an abundant corpus of work out there on how managers routinely let down their software developers through insufficient planning, communication, listening, and support. In this talk we're going to explore the inverse - how individual software developers contributing to a project unintentionally sabotage their teams, their companies, their projects, and themselves through: * Immutable technical preferences + biases; * Bad attitudes; * Poor listening; * Inflexible and unproductive learning styles; * Risk aversion; * Incuriosity; * And more! Most importantly, in this talk we're going to try to address how we can help shift developers who want to learn and improve, but are have trouble executing, become the high value contributors they'd like to be.

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Beyond the Codes_Repositioning towards sustainable development

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The Psychology Of Motivation - Richard Brown

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The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)

1. The Future of Leadership Why Management is dispensable. How our organizations will become agile, radically decentralized, and truly networked. Sooner than you think. #NEXT14 - Berlin Niels Pfläging @NielsPflaeging nielspflaeging.com betacodex.org

2. Organizational Leadership: Do we really understand the challenge?

4. Management: *1911

8. Thinking Doing

9. Thinkers (Managers) Doers (Workers)

10.

11.

12.

13.

14.

15. Management: *1911, ✝ca. 1970

16. A misguided metaphor

17. Thinking & Doing Thinking & Doing Peaches, not pyramids

18.

19. Alive Systemic Integrated/integrating Work the work Outside-In Led Dead Mechanical Divided, individualizing Work the people Top-down Managed

20.

21.

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26.

27.

28. Industry Retail Services Governments & NGOs It is possible

29. Pioneering phase Differentiation phase Integration phase

30. We have a choice.

31. Vortrag: Niels Pfläging 31 Control of work hours Job Descriptions Competencies Management Incentives Individual targets Performance Appraisal/360° Salary ranges Training budgets Personnel Development Org charts Target negotiation ”Personnel Expenses“ Suggestion boxes Assessment Centers Knowledge Management Pay for Performance Paid extra hours Bonuses Quotas Matrix structures Job titlesHR Cost management Budgeting Strategic planning Process management Development Center Balanced Scorecards Plan/Actuals reporting Key Accounting Dress codes Project management Travel policies

32. Beta Alpha Fixed, individual targets Management by Objectives Budgets and Plans Performance Appraisal Hierarchical Pressure Pay by Position and/or Performance Incentives and Bonuses … Transparency & Improvement Comparisons between peers Comparisons with previous periods Dialog and Dissent Social and group pressure Pay by market value Results Sharing … Alpha

33.

34.

35.

36.

37. Law Beta Alpha §1 Freedom to act Connectedness not Dependency §2 Responsibility Cells not Departments §3 Governance Leadership not Management §4 Performance climate Result culture not Duty fulfillment §5 Success Fit not Maximization §6 Transparency Intelligence flow not Power accumulation §7 Orientation Relative Targets not Top-down prescription §8 Recognition Sharing not Incentives §9 Mental presence Preparedness not Planning §10 Decision-making Consequence not Bureaucracy §11 Resource usage Purpose-driven not Status-oriented §12 Coordination Market dynamics not Commands

38. How about reinventing work and organizations entirely – for this century? @NielsPflaeging nielspflaeging.com betacodex.org Related free white papers “Heroes of Leadership” and “Organize for Complexity” on Slideshare

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The Future of Leadership. Impulse by Niels Pflaeging at #NEXT14 (Berlin/D)