Project Managers in the organisation of the future
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Transcript of Project Managers in the organisation of the future
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Project Managers in the Organisation of the FutureBryan Fenech
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Who am I?• Founder – Building
the Organisation of the Tomorrow (BOOT) Forum• Speaker, researcher
and consultant – Business Transformation Programs, PPM
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Key themes• What does the organisation of the future look like?• What is the role of Project Managers in the organisation of the
future?• What are the implications for us now?
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Organisation of the future• Research across a
number of dimensions to get a comprehensive picture• A comparative study
to give context – traditional versus future organisation
Determine
s
• Environment and Context
Frames
• Enterprise Logic
Requires
• Strategic Imperatives
Facilitated by
• Key Capabilities
Enabled by
• Governance, Leadership and Social Practices
• Structure
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Environment and context
Traditional Organisation Organisation of the Future
A socio-economic era built on the technological breakthroughs of the industrial revolution
A socio-economic era built on the technological breakthroughs of the ICT revolution (and now robotics and biotech)
Increasing globalisation – opening up of vast new markets for products and services
Unprecedented globalization – competition, dynamic and volatile markets, short product lifecycles
A world of unlimited resources to be exploited – the New World, Africa, India, China and the East
A world of limited resources to be conserved and sustained
Positivism as the dominant worldview Constructivism as a challenge to the dominant positivist world view
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Enterprise logic
Traditional Organisation Organisation of the Future
Raison d’etre – a vehicle for achieving personal financial wealth and power
Raison d’etre – a vehicle for achieving social as well as financial value and meeting a broad range of objectives
Beneficiaries – a narrow set of shareholders, the capitalist project
Beneficiaries – a broad range of stakeholders, the social enterprise project
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Strategic imperatives
Traditional Organisation Organisation of the Future
Standardisation and repeatability – mass production
Differentiation and innovation – mass customisation
Size and stability Nimbleness, flexibility and responsiveness
A relentless managerial focus on cost containment, reducing unit costs
A relentless leadership focus on investment in new products and services
Economies of scale Economies of scope
“Sweating” value from tangible assets – property, plant and machinery
Creating value in intangible assets – knowledge and the social capital that underpins it
Beating the competition Building strategic alliances and partnerships
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Key capabilities
Traditional Organisation Organisation of the Future
Strategy formulation Strategy implementation
Operational management Project management
Development and application of specialist technical knowledge
The commoditisation of specialist technical knowledge and the need to dynamically reconfigure and apply collaborative knowledge resources – “dynamic capabilities” and “absorptive capacity”
Management – causal rationality, from a pre-determined goal and given set of means identify the fastest, cheapest, most efficient etc
Leadership and entrepreneurialism – effectual reasoning, from a given set of means allow goals to emerge contingently over time
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Governance, leadership and social practicesTraditional Organisation Organisation of the Future
Application of principles of command and control economics to internal organisation – central control of resources and planning
Application of principles of market economics to internal organisation – devolving of power and decision making and free flow of resources
Management practices embedded with the strategic intent of command and control
Leadership practices embedded with the strategic intent of empowerment and facilitation
Rules based on rational legalistic principles – sine ira ac studio
A negotiated order based on principles of community, and renewal practices required to manage sustainability and success
Centralised leadership Distributed leadership
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Structure
Traditional Organisation Organisation of the Future
Bureaucracy, hierarchy Networked, cellularSegregation of labour by discipline into functional silos
Integration of labour into autonomous multi-disciplinary teams
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Some other ideas• 3 things to consider• The OOTF as an emergent and political phenomenon• The signification of hierarchy with structure as a justification for
retaining layers of management – the “semi-structured organisation”
• Ambidexterity and matrix organisation as reactionary expressions
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Questions
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References• Dovey, K. & Fenech, B. 2007, The role of enterprise logic in the failure of organisations
to learn and transform, Management Learning, vol. 38 no. 5, pp 573-590• Hamel, G. 2011, “First, Let’s Fire All the Managers”, Harvard Business Review, December• Ramsey, M & Barkhuizen, N 2011, Organisational design elements and competencies for
optimising the expertise of knowledge workers in a shared services centre, SA Journal of Human Resource Management, 9(1), Art. #307, 15 pages
• Tissen, R. & Deprez, F. L. 2008, Toward a spatial theory of organisations: creating new organizational forms to improve business performance, NRG Working Paper no. 08-04
• Acemoglu, D. & Robinson, J. A. 2012, Why Nations Fail: The Origins of Power, Prosperity and Poverty, Profile Books, London.
• Bakan, A. 2005, The Corporation: The Pathological Pursuit of Profit and Power, Free Press, New York.
• Herman, E. S. & Chomsky, N. 2008, Manufacturing Consent: The Political Economy of the Mass Media, The Bodley Head, London.
• Stiglitz, J. E. 2010, Freefall: America, Free Markets and the Sinking of the World Economy, Norton and Company, New York