3. I’M THE TROUBLESTARTER -
FUCKING INSTIGATOR
- Prodigy

4. Alexander van Riesen

5. Perspectives on leadership
and organizations
... it’s time for
© Luc Viatour GFDL/CC

6. Perspectives on leadership
and organizations
... it’s time for
© Luc Viatour GFDL/CC

7. Perspectives on leadership
and organizations
... it’s time for
MANAGEMENT INNOVATION
© Luc Viatour GFDL/CC

9. QUESTION: WHY DO WE NEED
A NEW MANAGEMENT MODEL
OR MANAGEMENT
INNOVATION ?!?!
Work in pairs or small groups

13. We think

14. My message today
• The society, companies and the world of
organizations will go through some radical changes
the next 10 - 15 years.
• There are now more than ever a time to question
current management thinking and actively explore
a more relevant practice and theory.
• A new management thinking or thinking of
management can be at least as important as to
developt a new market thinking.

15. WARNING!
This lecture is partly based on personal
beliefs and experiences more than
academic and scientific verified
knowledge.

16. Some recent thinkers

17. 21% - 38%
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.

18. 21% - 38%
TRULY ENGAGED
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.

19. 21% - 38%
TRULY ENGAGED ENTIRELY DISENGAGED
Measure the extent of employee engagement around the world,
the company polled more than 90,000 workers in 18 countries.

20. QUESTION: Why do you believe the
language of beauty, love, justice and
service is so notably absent in the
corporate realm? And what would you
do to remedy that fact??!?!
Work in pairs or small groups

21. Change pressure
Questioning of Perspective on
todays methods change and
and practices innovation
Management
Innovation
If I where a
Two
student today
What is A small examples
management exercise
innovation

22. Change Pressure
Three strong forces that affects organizations
now and will increase over the next 10
years:
• Adaption of Resources
• Digitalization
• Humanification

23. Questioning of todays
methods and practices
• Change pressure?
• Can you handle the business challenges with logical
thinking?
• The dilemma with hierarchy?
• Incompetent leaders?
• Where does the entrepreneurship grows?
• Is the reality in coherence with the methods being
taught?
• Can a “MBA” become a burden more that an asset...?

24. Most important
question!
Has the management ideology what has been
following us the last 100 years - the
capability to free and fully harness the human
potential in an organization?

25. Pressure on (BIG)
hierarchies
• More and more energy is put to hold
together the hierarchal system.
Is it worth it?
• More open and network based systems
show more adaptability and creativity.
• Anonymous owners and white collar
worker monitoring in large corporations has
created negative foot prints in the economy.

26. A world with both!
Conscious choices in Conscious choices of
business models management models
• sources or revenue • define goals/
objectives
• cost structure
• creating motivation
• what to make / buy
• coordinating activities
• how to make a profit
• Allocating resources
Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009

27. Perspective on change and
innovation
• Most important today: control or renewal?
• Best: Large or small?
• Relevance: What is the key point with our
business?

28. Rule #5
Change is a math formula:
Change happens when the cost of the status
quo exceeds the risks of change.

29. How to renew?

30. The relevance in leadership
for success and failure?
from thisisindexed.com

31. The relevance in leadership
for success and failure?
from thisisindexed.com

32. What is management
innovation?
• A terminology, framework and knowledge
field in its making.
• Driven among others by Gary Hamel and
Julian Berkinshaw at London Business
School

33. Management innovation

34. MI needs to be reviewed
in its context!
• Same thinking for over 100 years.
• Strong external pressure on change on
Companies and Organizations
• Previous frames and limitations are becoming
a burden and increasingly dangerous.
• Is todays Management Principles mankind's
best and most splendid solution - or...
is there something better?

35. „Management innovation is anything
that substantially alters the way in
which the work of management is
carried out, or significantly modifies
customary organizational forms,
and, by doing so, advances
organizational goals.“
Gary Hamel

36. The Innovation Map: 4 prototypal innovation types
Internal
Operational Management
Innovation Innovation
Continuous Discontinuous
Product & Service Strategic
Innovation Innovation
from Gary Hamel ”The Future of Management”, 2007 External

37. From Management Innovation to Competitive Advantage
3 conditions, the innovation is…
 a novel management principle, challenging some long-standing orthodoxy
 systemic, encompassing a range of processes and methods
 part of an ongoing program of rapid invention where progress compounds over
time
from Gary Hamel ”The Future of Management”, 2007

38. An Agenda for Management Innovation
1. what are the new challenges the future has in store for your company?
2. what are the tough balancing acts your company never seems to get right?
3. what are the biggest gaps between rhetoric and reality in your company?
4. what are the frustrating incompetencies that plague your company?
from Gary Hamel ”The Future of Management”, 2007

39. Making Innovation Everyone‘s Job
Barriers
 Creative Apartheid
 Old Mental Models
 No Slack
from Gary Hamel ”The Future of Management”, 2007

40. Creating a Company Where Everyone Gives Their Best
Barriers
 Too much management, too little freedom
 Too much hierarchy, too little community
 Too much exhortation, too little purpose
from Gary Hamel ”The Future of Management”, 2007

41. Framework for dimensions
in management
Today In 5 years
Reach
the
Ends
Goals
Direct Indirect
Create
Motivation
External Internal
Horizontal
Coordination
Means
Bureaucracy Evolving
Vertical
Coordination
Hierarchy Collective Wisdom
Julian Berkinshaw, conference on Management Innovation, CBS 3-4 sep 2009

42. Two exampels
• Google
• W.L. Gore

43. Building an Innovation
Democracy
the W.L. Gore way • Energizing and
demanding
• A lattice, not a hierachy • Big yet personal
• No bosses, but plenty of • Focused, but no core
leaders business
• Sponsors instead of • Tenacious, and risk
bosses averse
• Free to experiment
• Commitments, not
assignments
from Gary Hamel ”The Future of Management”, 2007

44. Building an Innovation
Democracy
Lessons learned
• Management innovation often redistributes
power.
• In the short run, the costs of management
innovation may be more visible than the
benefits
• Don‘t be timid
from Gary Hamel ”The Future of Management”, 2007

45. Aiming for an Evolutionary
Advantage
the Google way • small, self-managing teams
• a formula for innovation. • the freedom to follow
70-20-10 your nose
• a company that feels like • rapid, low-cost
grad school experimentation
• the chance to change the • differential rewards
world • a continuous companywide
• a bozo-free zone conversation
• dramatically flat, radically • an expansive business
decentralized definition
from Gary Hamel ”The Future of Management”, 2007

46. Aiming for an Evolutionary
Advantage
Lessons learned
• The internet itself may be the best metaphor for
21st-century management.
• Experienced mangers may not make the best
management innovators.
• Management innovations that humanize work are
irresistible.
from Gary Hamel ”The Future of Management”, 2007

47. New Principles
Variety Activism
– Experimentation beats planning – Leaders are accountable to the
– All mutations are mistakes governed
– Darwian selection doesn‘t need SVPs – Everyone has a right to dissent
– The broader the gene pool, the – Leadership is distributed
better Meaning
Flexibility – The mission matters
– Markets are more dynamic than – People change for what they care
hierarchies about
– Build a market and the innovators Serendipity
will come – Diversity begets creativity
– Operational efficiency ≠ strategic – You can organize for serendipity
efficiency – Pigeonholes are for pigeons, not for
people
from Gary Hamel ”The Future of Management”, 2007

48. A small exercise:
What do you think?
What do you want?
• Talk 2 and 2 for couple of minutes.
• Is the thoughts around management
innovation motivated and what we wish
for?
• Do you see yourself as potential
management-innovators?

49. If I where student today...
• Look very critical on what is offered in the academic sector
• To learn more, much more than is expected/demanded
• Shadowbooks in my library
• Make sure I’d have active contacts and monitoring of the
most progressive companies and organizations. In the
world!
• Work in parallel with my studies
• Foster my creativity and curiosity
• Make my self to a change agent, entrepreneur and leader.

50. I claim
• That you will in your work life easier
handle and assess a new business idea than
a new management idea, and even more in
managing both at the same time.
• A MBA can be a burden as well as an asset.
• So hard are we fostered and marked by the
prevailing management model that is in
place.

51. from thisisindexed.com

52. Rule #52
Beware.
There are teachers everywhere.

53. Summary
• The society, companies and the world of
organizations will go through some radical changes
the next 10 - 15 years.
• How we are running businesses and organizations
will be more important long-term for success than
what we do.
• To break free from a 100 year old management
doctrine is a very fundamental part in creating a
sustainable society.
• Don’t place your destiny in the wrong hands. Make
conscious choices in your life and career.

55. Credits
• Gary Hamel
• Julian Birkinshaw
• Marc Sniukas
• Jonas Kjellstrand

56. alexander@vanriesen.com
www.vanriesen.com
www.twitter.com/vanriesen
It is amazing what you can accomplish
if you do not care who gets the credit.
Harry S. Truman

57. Thanks for your time!

59. Management innovation