BetaCodex07 - Dynamic robust Problem solving (guest contribution)

BetaCodex Network White Paper Aug 2008

Dynamic-Robust Problem Solving -

Thinking Tools for Outperformance.

A guest contribution white paper for the BetaCodex Network Courtesy of Dr. Gerhard Wohland

Make it real!

07

Institut für dynamikrobuste Höchstleistung

The Author: Dr. Gerhard Wohland, [email protected] •  PhD in physics •  1946, Germany •  Director of the Institute for Dynamic-Robust Outperformance (IdH), Germany

Some clients: Deutsche Telekom AG, DaimlerChrysler AG Stuttgart. VW AG Wolfsburg, Schwan-STABILO Nürnberg, Gerling Köln, debis Systemhaus Stuttgart, Bosch Stuttgart


1.  The “Taylor tub” - about the historic course of market dynamics

2.  Duality - the distinction between “red” and “blue”

3.  Centre and periphery under dynamic pressure

4.  Innovation and problem-solving in dynamic markets

Fundamental concepts for understanding of market dynamics and how organizations can deal with them


formal

dynamic

sluggishness high dynamics high dynamics

machine

man

The historical course of market dynamics

The domination of high dynamic is neither good or bad. It‘s a historical fact.

t 1900 1980 2008

Conventional companies

Outperformers

Market pressure

Crafts manufacturing Tayloristic industry Global markets


How to distinguish between “red” and “blue”.


.... .....

Information Data

Values Behavior to practice to learn

Ability (skill) Knowledge

Leadership Administration

complex dynamic alive

complicate formal dead

Blue

Duality – the distinction between “red“ and “blue“

Red

....

Communication

Culture Qualification

Competence

Management

”World“

The Integration behind

the Distinction

Distinctions are needed, if you want to think and describe dynamic relations.


Centre

Dynamic market

Stimulus

Response

Centre

Dull market

Peri- phery

Peri- phery

Peri- phery

Peri- phery

Stimulus

Response

Peri- phery

Peri- phery

In dynamic markets, the centre loses its knowledge superiority, and steering collapses.

Centre and periphery under dynamic pressure

Peri- phery


Things to remember about innovation:

Innovation is:

•  “The last link in a long chain of defeats.” •  ”Red”. Therefore, the question isn’t How? to do it, but Who? can do it.

•  A task that can not be delegated by the centre.

•  Depending on having a “Resistant Nest” for talent.

Innovation applies to:

•  “Products” (meaning: new value creation)

•  Organisation (we’ll see more about that) •  Thinking (e.g.: “red” and “blue”)


Centre

High dynamic (leadership) Low dynamic (steering and control)

Peri- phery

Peri- phery

Peri- phery

The centre solves problems and gives out orders – the periphery executes upon them.

Problem-solving in low and high-dynamic markets

Peri- phery

The centre divides the problems, passes them to the periphery and re-combines their results into a solution

Knowledge

Problem

Solution

Order to periphery

Peri- phery

Peri- phery

Peri- phery

Peri- phery

Competence

Problem

Finds solutions

Competence

Problem

Divides problems

Centre


1.  Symmetrization

2.  Dual Process Development

3.  Culture Observation

4.  Strategy versus Plan

5.  Economic Outsourcing

Some “Thinking tools” for outperformers that we outline in this paper


value creation value creation

Centre

Periphery

Asymmetrical Symmetrical

Day-to-day business

Innovation

Symmetric coupling of centre and periphery

service

service service

“right to demand”

Innovation

Day-to-day business

Control

Leadership

customer customer

Central service Central service

The reintegration of day-to-day business responsibilty into the periphery turns the interface symmetric, and innovation becomes possible.

Self-control


Low dynamics High dynamics

The duality of processes

1 2 3 4 5

Problem-solving technology: ”Process“-description

Problem-solving technology: People with ideas

Low-dyamic problem

High-dynamic problem

High-dynamic problems call for an increase in the red part of the solving process.


The similarity in the complex portion of all problems

Management

Sales

IT

Costs

Project Management

Knowledge Management Organization

Mastery / Knowle

dge Qualifi- cation

Value creating / Parasitic Reduc

tion / Optim

ization

Coupled / Neutral complex

complicated


The duality of culture

Only the blue part of culture can be changed. The red part of it can only be observed!

Behaviour (doing) Values (thinking)

Behaviour-based culture (tayloristic-dull/slow)

Value-based culture (post-tayloristic/dynamic)

Consisting of:

Governed through:

What you can see and change by decision.

Control (trivial)

What‘s behind and cannot be changed by decision.

Extrinsic motivation to behavior

Leadership (complex)

Intrinsic motivation to thinking


“Strategy”, or “planning”?

In conformity with strategy

Out of bounds!

Future Status (Target)

Current Status “Strategic space“

1

2

3

4

5

6

Out of bounds!

If you know the way, then you can make a plan. If you don‘t know the way, then you need strategy.


Make shell (waste/muda)

Make core

Buy shell (outsourcing)

Buy core (“Santa Clause“ interface)

we make it ourselves!

we buy it!

existing missing

supplier market (external reference)

Business intention (internal reference)

Outsourcing: Harmony and conflict between “core“ competence and “shell“ competence

1

4

3

2

The outsourcing decision is determined exclusively by the supplier market, not internally. Innovation is limited to core competence.

www.betacodex.org

Get in touch with us for more information about leading transformation with the BetaCodex and the Double Helix Framework, or ask us for a workshop proposal.

Make it real!

Niels Pflaeging [email protected] nielspflaeging.com Sao Paulo, Brazil

Gebhard Borck [email protected] gberatung.de Pforzheim, Germany

Valérya Carvalho [email protected] Betaleadership.com Sao Paulo, Brazil

Andreas Zeuch [email protected] a-zeuch.de Winden, Germany

Silke Hermann silke.hermann@ insights-group.de Wiesbaden, Germany

Markus Schellhammer markus.schellhammer@ my-online.de Zurich, Switzerland

BetaCodex07 - Dynamic robust Problem solving (guest contribution)

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