Dynamic-Robust Problem Solving (BetaCodex07)
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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 BetaCodex Network White Paper, Aug 2008
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Transcript of Dynamic-Robust Problem Solving (BetaCodex07)
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 BetaCodex Network White Paper, Aug 2008
Page 2
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
Page 3
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
Page 4
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
Page 5
How to distinguish between “red” and “blue”.
Page 6
.... .....
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.
Page 7
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
Page 8
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”)
Page 9
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
Page 10
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
Page 11
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
Page 12
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.
Page 13
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
Page 14
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
Page 15
“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.
Page 16
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.
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Special Edi+on
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www.organizeforcomplexity.com
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Get in touch with us for more information about leading BetaCodex transformation, and ask us for a keynote or a workshop proposal.
Make it real!
Niels Pflaeging [email protected] nielspflaeging.com New York, Wiesbaden
Valérya Carvalho [email protected] LinkedIn São Paulo
Silke Hermann [email protected] insights-group.de Wiesbaden, Berlin, New York
Lars Vollmer [email protected] lars-vollmer.com Hannover, Stuttgart
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