Management Innovation
•Download as PPSX, PDF•
3 likes•1,298 views
This document discusses the future of management and the need for management innovation. It outlines an agenda for building companies that are adaptive to change, make innovation everyone's job, and allow everyone to perform at their best. Barriers to these agendas like old mental models and too much hierarchy are also discussed. The presentation uses the case study of Whole Foods to illustrate principles of management innovation in action, like creating a purpose-driven community, empowering teams, and resolving trade-offs through novel management approaches. The overall message is that reinventing management systems is needed to inspire human potential and create competitive advantage.
Management Innovation
- 1. The Future of ManagementPresentation
- 2. Agenda of presentationWhy Management Innovation MattersManagement Innovation in ActionBuilding the Future of Management
- 3. ?Are the ENDof managementTry to imagine in the next 10 years,What is the shape of business management in the whole world.
- 4. Revolution of theory?How about21 century
- 6. Deregulation
- 8. Digitization & Internet
- 9. Short strategy life cycle
- 10. Globalization= New reality
- 11. Limited byourDNA“”WE ARE ALL PRISONERS OF OUR PARADIGMS
- 12. ?Are theEndofManagementorThe start ofnew conceptual
- 13. What is Management Process today- Strategic planning- Capital budgeting - Project management- Hiring and promotion- Training and development- Internal communications- Knowledge management- Periodic business reviews- Employee assessment and compensation
- 14. What Manager do today ?PlanningOrganizingLeadingControllingCommandingCoordinating…- Henri Fayol 1917AND everyone know these
- 15. Time change,Think ordinary, not win We’re seeking forThe newUltimate Advantage
- 16. The Ultimate advantageSignificant shift in competitive advantage position Confer long-lasting advantage on pioneer firm Ordinary Innovation = advantageSuperior Innovation = Ultimate advantage
- 17. The InnovationstackManagement innovationStrategic innovationProduct/service innovationOperational innovation
- 18. The InnovationstackWhat is thePoint ?Management innovationNot all types innovation are created equalStrategic innovationProduct/service innovationOperational innovation Higher tiers signify higher level of value creation and competitive defensibility
- 19. Management Innovation, on top, possess a unique capacity to create difficult-to-duplicate advantageThePowerof Management InnovationManaging scienceAllocating capitalManaging intangible assetsCapturing the wisdom of every employeeBuilding a global consortium
- 20. Agenda for management innovationDriver for new managementManagementInnovationChangingCompanythat adaptiveInnovationtoEveryone’sjobCompanyForeveryonebestBe Bold
- 21. Be Bold Let Start insideAttitude & HeartIt’s not insightful analysisBut truly bold and imaginative alternativesto the management status quowith army of innovator from bottom up.
- 22. st20 century st21 century Calibrate your AgendaWhyis itpriority ?GoalPassion & Benchmark“ The early bird ”Is Winner
- 23. Agenda # 1Company that nimble to adaptiveChangeFastly & UncontrolMaladaptation- Are we change as fast as world- Strategy, Biz model , core valueChallenge change the way you never seen before.
- 24. Agenda # 1Company that nimble to adaptiveDeep changeGoalBuild Org that : Always Crisis-LedRarely Opportunity-Ledcontinuousself-renewal in the absence of a crisisChallenge change the way you never seen before.
- 25. Agenda # 1 BarrierDenialDismissDownload MP3RationalizeMitigateConfrontUnClose
- 26. Agenda # 1 BarrierDearth of New Strategic optionNeed New strategic optionArithmetic LawProcess for generate1000 : 100 : 10 : 2Why Innovation sufferWho know which one hit ?Focus in Portfolioof strategic optionHow to investPortfolio not surefire idea
- 27. Agenda # 1 BarrierAllocation RigidityLegacy program (what is)Initiative (what could be)Resist to allocateRegardless of how attractiveWhy disproportion1 Monopsony2 Allocation process VCs vsLarge company
- 28. Agenda # 2Making Innovation everyone’s jobFortificationDisempoweredcustomerScaleadvantagePatentprotectionCapitalhurdlesRegulatorybarriersDistributionmonopolyProprietarystandardsImportprotection
- 29. Agenda # 2DeregulationMaking Innovation everyone’s jobWeb powerWeb empowered customerUltra low costOutsourceTransaction cost freeDistribution freeGlobaliztion & Longtail Effect
- 30. Agenda # 2Making Innovation everyone’s jobbut from We have no choice except “INNOVATION”WhereCEOmanagementInnovationProductionOnlyITEverywhereFinanceProductInnovationMarketingR&DHROperationInnovation systemCoach+fund+process+compensate =
- 31. RandyVossCase study in Innovation Unique solution
- 32. Real & sustain CompetitiveDefineadvantage Extraordinary value
- 33. Tools & Time
- 34. Portfolio AggregationProcess Idea Crossing's Innovation Challenge program Matrixed organizationSenior Manager,Global Strategy and Businessdevelopment Innovator mentor trainingTraining Option in training
- 35. Innovation 101How to useCapability ofeachandeveryoneAgenda # 2 BarrierCreative ApartheidGive me opportunityOrdinarypeople vsExtraordinaryInnovatorCreative =muscleTrain 35,000 employeeTools & Time required
- 36. Agenda # 2 BarrierDrag of old mental modelsBiz model ChallengeStill step in the old successInvented model like my son
- 37. Agenda # 2 BarrierNo slackbutHowEfficient(balance)time&spaceslackin operationInnovation
- 38. Agenda # 3Company that every one give the bestRelative to Value creationI can’t adapt & create.Management Principle & processCompany underperform employee potential
- 39. Agenda # 3Company that every one give the bestNature of organizationContrast with Nature of humanGoal:Reinvent management System that Inspire everyone
- 40. Agenda # 3Company that every one give the bestPassionHuman capabilityCreativeIntellectInitiativeDiligenceObedienceCompetitiveness5%15%20%25%30%0%
- 41. Case study in Innovation What isKey success?Designed in CaliforniaMade in ChinaInformationKnowledgeCreativeeconomyeconomyeconomy
- 42. Agenda # 3 BarrierToo much management, Too little freedomAssignorTeamworkTools of management distort creative.Manage employee LessEmpower the bottom level of employee
- 43. individualContributionAgenda # 3 BarrierToo much hierarchy, Too little communityExchangeContractual VoluntaryDependencyLoyaltyDedicationControlLayer & RuleValue, normCapability & dispositionFrameFinanceEmotionalReward
- 44. Agenda # 3 BarrierToo much Exhortation, Too little purposeMoral Imperative
- 45. Agenda of presentationWhy Management Innovation MattersBuilding the Future of ManagementManagement Innovation in Action
- 46. Building the future of managementImagine it first
- 47. Imagine # 1Escaping the shackle Standardize or Bad conformance
- 48. Specialization or Idea limitation
- 49. Goal alignment or Discourage idea
- 50. Hierarchy or Political
- 51. Extrinsic reward or Blind power
- 52. Planning & control or Stay too calmImagine # 1Escaping the shackle Why Focus on Max operation efficiency and reliability
- 53. Why not believe the outsider power
- 54. Why not question to heritance
- 55. Why believe the old truth
- 56. Why asking the same question
- 57. Why not separate what & how
- 58. Why notexposing self interest
- 59. Why choose from a little choice
- 60. Why not beat to the core“”DNA of adaptabilityImagine # 2Embracing new principleWhat happen if…we reinvent the new management DNA
- 61. Imagine # 2Embracing new principleLifeVarietyCitiesSerendipityAdaptiveDemocracyActivityMarketFlexiblyFaithMeaning
- 62. Imagine # 2Embracing new principle Variety & Selection - Responsiveness - Experimental - Mistake make mutation LifeVarietyCitiesSerendipity Flexibly allocation -Decentralization - Apolitical - Build market and they -will come - Operational efficiency - vs Strategic efficiencyAdaptiveDemocracyActivityMarketFlexiblyFaithMeaning Mission matter - People change – for what the care Imagine # 2Embracing new principle Increasing the odds of - serendipity - Diversity beget creativity - No pigeonholes LifeVarietyCitiesSerendipity Bottom up - Accountability to the - governed - Right of dissent - Distributed leadershipAdaptiveDemocracyActivityMarketFlexiblyFaithMeaning
- 63. Building the future of managementChallenge of practiceHow to Start
- 65. Challenge # 1Creating ademocracy of ideaStart encouraging bottom-up thinking !
- 66. Challenge # 2Amplifying HumanimaginationStartcreate tools of creativity and free imagination !Time + Space + Tools
- 67. Challenge # 3Dynamically reallocate resourceStart create flexible system for deploying the capital and talent projects !
- 68. Challenge # 4Aggregate collective wisdomStart making process that decision reflect the collective knowledge of organization !
- 69. Challenge # 5Minimizing the drag of old mental modelsHow muchdoes their total age ?Start Making more flat structure & grant authorityof an out-of-date executive !
- 70. Challenge # 6Giving everyone the chance to opt inStart create policy of self-chosen commitment !
- 71. Agenda of presentationWhy Management Innovation MattersBuilding the Future of ManagementManagement Innovation in Action
- 72. Case study in Innovation PurposeWhole FoodWhole people Whole PlanetCreating community of purpose
- 73. Case study in Innovation Freedom & AccountabilityBasic organizational unit is not The store but the empowered small team. TrustNo secretmanagement philosophy that have noclosed data. Equity93% of stock granted to non executiveGiving employee to exercise their initiative, imagination and passion
- 74. Case study in Innovation Principles matter Over 25 years, Management system is based on a management principles Love / Community / Autonomy / Egalitarianism / TransparentNot stick in old managementExecutive often able to invent an novel management. Resolve two side of trade-offsFind ways to reconciling trade-offs and take benefit from both sides.Freedom & Responsibility / Discipline & Innovation
- 75. Case study in Innovation Product Innovation
- 76. Case study in Innovation Not HierarchyNetwork organization, not hierarchy, and committed for itPlenty of Leader No word like Boss, manager, VP Sponsor instead of command.Free to experimentHave ‘Dabble time’ which they can devote to an initiative of their own choosing
- 77. Case study in Innovation Focused ,but No Core BusinessWith more than 1,000 products in its portfolio and having freedom to purse own interest with own teamRedistribute power Always delegate power downward & outward. Most manager support the idea of empowermentLong term rewardIn short term, Cost seem more tangible than benefit but be patient and optimism .
- 78. Case study in Innovation
- 79. 702010Case study in Innovation Formula for innovation70 -Enhancing of google ’s core business 20 -Focus on service that extend the core 10 –Allocate to fringe ideas Bozo freezoneHiring only the brightest of the bright. Weed out anyone who only average.Small, self managing teamsAverage of 3 engineers per team and one work more than one team. Small team make google like lively company not an bureaucratic giant.
- 80. Case study in Innovation Rapid, Low cost experimental‘ Just-try-it ’philosophyFreedom to follow your noseInnovation is everyone responsibility. Consequently, make portfolio of strategic optionA continuous & companywide conversationMisc listMOMASnippetsTGIF
- 81. Case study in Innovation Experience ManagerMay not make the best management innovator.Highly empowerment environmentThat convince best people to work at GoogleDifferential rewardHaving ‘Founder reward’for remarkable contribution to firm’ s success
- 82. Reference of presentationAuthorGary hamel with Bill breenPressHarvard Business School Press