02-----Peter E Beerten - A New Challenge 2020

8/3/2019 02-----Peter E Beerten - A New Challenge 2020

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The business challenge for 2020a new way of dealing with change

Peter E. BeertenII CEE Interim Management Conference Boedapest20111

BEMA


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Dear CEO

Do you recognize these challenges, ?

Your Knowledge Workers are ageing. Within 3 years 40-60%

of your senior workers will retire !

You still need to become more efficient but more from within& without external dependency. Yes we can !

As of a shortage of skilled workers, you need to convince theyoung generation(Y) to join your organisation.

II CEE Interim Management Conference Boedapest2011 2


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The CEOs needs

To accelerate the entrepreneurship of Knowledge Workers, i.e. :

To mobilize the Knowledge Workers in order to improve the

white/blue processes without (or with less) external support

To improve the cooperation with & amongst KnowledgeWorkers

To make the organisation more flexible for the newgeneration Knowledge Workers and the ever changing market



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What are the Key Questions ?

Is my company flexible and dynamic enough to deal with thepermanent changes ?

Which knowledge is strategically key for our company to deal with the

business challenges ? Who are the people who have that necessary knowledge and where are

they ?

How are we structured as a company and does this structure facilitateknowledge workers ?

Do we have a knowledge workers policy ? Is our knowledge organised in such a way that it is accessible at the

right time and place

How do we maintain our knowledge & KW?



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Management need to share one vision

Our workers need to become more (again) entrepreneuring

Existing knowledge need to be more installed

1st line managers need to get more decision making power

Entrepreneurship needs to be introduced at all, butespecially the lower operational levels

Technology need to be shared and accessible to all workers

De winning culture need to be more promoted.



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The deliverables

The implementation of a Knowledge WorkersAccelerator

In cooperation with the Companys management : Create a Knowledge Workers strategyen objectives

Installation of a network organisation

Set up ofco-creative work processes(redesign)

Forming of KW-teams (roles & responsibilities)Anchor the entrepreneurial culture



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The strategic approach

Operationalunit (maal x)Customer

Supporting

Management

The operational unit is in direct contact with the customer,

facilitated by management within a set of corporate objectives

Source : Prof. Leo Witvliet



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The old organisation is based on hierarchy, control and manageability

The Knowledge worker is looking for space,

flexibility and influence

The Knowledge worker wants to get involved in

the management of the organization

He / she does not feel adequately recognized

and represented by its Manager, CWC, and

Emergence of uncontrollable turmoil and conflict

(CWC : we are losing touch with our workers )

Vertical (HQ)

Network (Knowledge worker)

Horizontal (Regional)

The network organisation

Source : Prof. Leo Witvliet



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9 II CEE Interim ManagementConference Boedapest2011

Co-creation in a network organisation

The human factor in process management

V Customer related approach (the real customer expectations)

V Deal with technical as well as Financial, ICT, HR processes

V Proces data should be made available

X All Owners do participate. Available Accessible - Room

X The roles, responsibilities and tasks (IST/SOLL)

X The social functional rating (IST/SOLL)


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What is the role of the external?

Re-set mentality at top and middle management

Mobilise internal change capacity

Introduce the Delegation of Command (i.e. US-army)

A different way of assessing and evaluating

Involve all workers (top-down/ bottom-up)

In function of Core business en Corporate strategy

Install 1e line managers and their teams

A functional process design and working space (TNWW)

Launching co-creation change projects Creating trust

Training in co-creation and transactional organising

Integration of project management


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Questions and Answers


E-mail address :[email protected]


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Does process managementreally works ?

The workers are the real owners of the work process(meaning)

They have the substantive customers knowledge and are

the only experts

Knowledge workers are triggered by the entrepreneuringprocess

Process management support is always appreciated

The management remains at all times responsible for theentire change process and its final results.

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Be careful with traditionalprocess management

Not only the technical but as well the human aspects need to

be taken in account The set up of the process team

The project definition : expected/measurable results

Mapping the process

Selection of the (root) causes Develop solutions on the hand of action plans

Development of an implementation plan

Presentation at the Steering group


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Cultural Challenge of Co-Creation

Creation of dialogue and platform for development

Structural and methodical visible facilities

Availability of technology

Access and contact with ALL players

Activate everybodys participation You have added value !

You may not / but you have to grow !

Its part of your job

Create room for experimenting

Development and improvement is part of the mission Creating a secure working environment

Your not accountable

You have always a job in this organisation (Sfr !)

TRUST is key


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The disconnection of theKnowledge Workers /Sfr*

Yes, I know that these changes are necessary. I will participate !

But what happens with MY position

(=social rating) in a change process,

steered by externals ?

I have no idea of the future, direction

of the company, department, process

and MY(Social) rating. I dont trust it !

I dont get the space to make the necessary

changes. I stop/block the introduced changes ! I still have no view on the implications of my Social

functional rating, and I reverse the changes

I do want to participate, but I am not taking the risks

*Social functional rating

02-----Peter E Beerten - A New Challenge 2020

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