MANAGEMENT MADE SIMPLE. VSB 28 november 2017 Mickey Huibregtsen

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1 MANAGEMENT MAE SIMPLE VSB 28 november 2017 Mickey Huibregtsen

2 TOPICS OF INTROUCTION Trends Scope for Improvement Paradigm Shifts

3 TRENS Accelerating Pace of Change

4 THE ULTIMATE OUTCOME UNCERTAIN Y Ultimate Y "#$% = X 1 y X

5 INCREASING UNCERTAINTY A C B? Useful Prediction iscrete Scenarios Continuing Uncertainty Complete Unpredictability

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7 TRENS Accelerating Pace of Change Increasing Globalization Exploding Emotional Revolution

8 MASLOW AT WORK: THE EMOTIONAL REVOLUTION... Emotional revolution Self Access Information revolution Industrial revolution Productivity Survival Mankind in search of...

9 TRENS Accelerating Pace of Change Increasing Globalization Exploding Emotional Revolution Expanding Role of Corporation in Society

10 SCOPE FOR IMPROVEMENT Cost effectiveness Customer satisfaction Employee satisfaction Contribution to society

11 PARAIGM SHIFTS From Perfection to Performance

12 PARAIGM SHIFTS From Perfection to Performance From Producing a Product to Caring for a Customer

13 PARAIGM SHIFTS From Perfection to Performance From Producing a Product to Caring for a Customer From Commanding and Controlling to Empowering and Energizing Employees

14 PARAIGM SHIFTS From Perfection to Performance From Producing a Product to Caring for a Customer From Commanding and Controlling to Empowering and Energizing Employees From Running a Business to Contributing to Society

15 FIVE PARTS Business Environment Strategy Organization Leadership Management Tools

16 Part 1 Business Environment The One-person Economy: explore the fundamentals of employment The Service Economy: pursue full employment The Blue-bag Opportunity: interpret outside events The Power of Intangibles: focus on the intangibles The Source of Prosperity: innovate forever The Shifting Fundamentals: choose where and how to compete

17 THE ONE TO THREE MEN ECONOMY ONE MAN TWO MEN THREE MEN balance exchange competition Pete Pete John Chen John John

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19 THE BLUE BAG OPPORTUNITY

20 THE LONG JUMP WORL RECOR Length meters Bob Beamon

21 Part 2 - Strategy The elta Function: understand the nature of competition The Value Proposition: choose how to compete The S-curve: know where you are with your business The Sustainable Competitive Advantage: search for defendable positions The ouble Business System: balance supply and demand The Management of Options: incorporate uncertainty into planning The Quantum Leap: create breakthrough value

22 THE ELTA FUNCTION VALUE COSTS Low High Low Commodity Value Leader High Cost Leader Ideal Position

23 THE OUBLE BUSINESS SYSTEM Retain evelop Attract CLIENTS PEOPLE Attract evelop Retain

24 THE MANAGEMENT OF OPTIONS Optimizing core business Expanding into related field Investing in options for long term potential

25 Part 3 Organization The Napoleon Grip: control the business system The NA-driven Organization: manage beyond control The Horizontal Value Creation: extract value across business units The Nature of Knowledge: capture knowledge The Organizational Flipover: turn the organization upside down The Umpteen Commandments: inspire organizations

26 THE NAPOLEON GRIP R& istribution

27 NA RIVEN ORGANIZATION eze afbeelding kan nu niet worden weergegeven. eze afbeelding kan nu niet worden weergegeven. eze afbeelding kan nu niet worden weergegeven. NA eze afbeelding kan nu niet worden weergegeven. eze afbeelding kan nu niet worden weergegeven. eze afbeelding kan nu niet worden weergegeven.

28 THE HORIZONTAL VALUE CREATION

29 THE ORGANIZATIONAL FLIPOVER eze afbeelding kan nu niet worden weergegeven.

30 Part 4 Leadership The Brain Breaker: understand your own intelligence The Leadership Paradox: explore dimensions of leadership The Spider Plan: build your network The AMC Model for Action: build contact with your target audience The Full Body Manager: give it everything The Think versus Act Challenge: understand the evolution of leadership The Virtue of Guidance: offer constructive feedback The Caring and Competent boss: choose your superior

31 THE THREE LEAERSHIP ROLES eze afbeelding kan nu niet worden weergegeve n. eze afbeelding eze afbeelding kan nu niet kan nu niet worden worden weergegeve weergegeve n. n. SHEPHER PLAYER/ COACH PIONEER eze afbeelding eze afbeelding kan nu niet kan nu niet worden worden weergegeve weergegeve n. n. eze afbeelding kan nu niet worden weergegeve n.

32 THE AMC MOEL RESULTS 4. 5.

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34 Part 5 Management Tools The Problem Pyramid: structure the problem The Order Penetration Point: manage logistics The Eye-opener: use metaphors The Pyramid Principle: communicate clearly The Value of Customer Intimacy: think customer The Why-Why Question: get the most out of interviews

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36 WHY MANAGE AT ALL? We have it in our power to begin the world over again Thomas Paine 1776

37 Enige stellingen voor debat.. e voornaamste actoren in deze maatschappij hebben sterk ingeboet aan kwaliteit, autoriteit en vertrouwen Onze uitdaging is primair sociocratisch en niet technocratisch Als we beter samen zouden werken op alle niveaus en alle sectoren, zou het BNP overnight met % kunnen stijgen Het concept van Shareholder Value is totaal uit de hand gelopen; grote ondernemingen zijn primair maatschappelijke instituties Ondernemingen bureaucratiseren net als de overheid e kernprocessen in onze maatschappij, zoals onderwijs, zorg, veiligheid, en mobiliteit, behoeven ingrijpende vernieuwing e burger is veel te lang ontzien en naar de mond gepraat; die burgers, die wel maatschappelijke verantwoordelijkheid nemen, worden vaak vooral tegen gewerkt e overheid is het voornaamste obstakel in de creatie van werkgelegenheid