Sourcing Lecture 6 Directing and Shared Services
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Transcript of Sourcing Lecture 6 Directing and Shared Services
ITSM Specialization Sourcing2012-2013Prof. Frank Willems
Lecture 6: Shared Service and Directing Sourcing
Agenda
• Shared Services• What is directing• Processmodel for directing• Roles within the directing organisation• Learning Task 3• Questions and answers
Shared Services
Definition and goal of a Shared Service Center (SSC)
• We speak about an SSC as supporting processes within an organization on an approximately similar way, are delivered in a new, semi-autonomous unit and on the basis of agreements it provides services to other units
• The goal of an SSC is generally to improve the service quality while also cutting costs
• SSC versus centralization is service-oriented versus task orientation
Shared Services plotted on the Kraljic model
Purchasing Risk
Is it a standard or a specialized product?
Wh
at
is t
he
ext
en
t to
wh
ich
th
e p
rod
uct
/ s
erv
ice
ad
ds
valu
e f
or
the
bu
sin
ess
Le
ss a
dd
ed
va
lue
La
rge
ad
de
d v
alu
e
Standard Specialized
StrategicLeverage
Bottleneck Routine
Shared Service
Centers
3th
Generation sourcing
6
Measures in perspective
Measures at task level:
Stopping investments
Orcutting down on current
initiatives
Measures at a process level:
Collaboration and
joint investments
Measures at a functional level:
Concentration, integration, mergers,
Take-over or outsourcing
Saving potential
Short term
(0,5-1 year
Medium term
(1-2 years
Long term
(2-5 years)
Stopping projects
Cutting down on training and learning
Cutting down on engaging external consultants
System optimazation
Collaboration regarding purchasing, support, etc.
Optimization and standardization of processes
Integration, mergers and concentration
Outsourcing of parts of the organization
Shared Services Centre
Full outsourcing
Capitalizing
effects
Concentration leads to economies
of scale
Internal SSC
Insourcing/
External Supplier
Co
sts
Volume
Efficiency-
effects
Economy
of Scale
8
Are the trends moving up and down?
Co
sts
Volume
Startingpoint
Impact Scale
reached Impact Scale
reached
Complexity Costs
will increase
Yes, to take maximum concentration and complexity there will be need for new solutions.
Potential services for a SSC
Facility Management
- mailroom - copying and printing service- archive - purchase - catering
Customer Service- sales service- Telephone Service (call center)
Administration- financial administration - pensions administration - Payroll
Personelmanagement (HRM)- recruitment and selection - Personnel administration- Training
ICT Services
- Application Support- Helpdesk - Management and Operations
control - Training
Real Estate Management - Building Management- Security Management
Sales and marketing- Ad coordination - Direct mail - Sales- Tele ordering - Order administration
Variants of Shared Services
supportfunctions
Management
primairy functions
Shared Support
Process
Shared Business Process
Shared
back-offices
The components of Shared Services
How to manage the
environment, where the
process is cut and
who is responsible for
what processes?
What is the proper organization, which staff
and how are we ready for the future?
How are technology, process and organization knotted
together?
The core of the service
Kantoorinformatiesystemen
Bedrijfsinformatiesystemen
TechnischeInformatiesystemen
Functioneel
Specifiek
Generiek
Fysiek
ICT infrastructuur componenten
User Support enApplicatie Management
SystemManagement
ICT infrastructuurlaag
ICT functionaliteit
NetwerkManagement
ICT Functie/processen
Kantoorinformatiesystemen
Bedrijfsinformatiesystemen
TechnischeInformatiesystemen
Functioneel
Specifiek
Generiek
Fysiek
ICT infrastructuur componenten
User Support enApplicatie Management
SystemManagement
ICT infrastructuurlaag
ICT functionaliteit
NetwerkManagement
ICT Functie/processen
SSC 1
SSC 1
SSC 3
SSC 3
SSC 2
SSC 2
SSC 4
SSC 4
Opstellen
van Business
Cases
Opstellen
van Business
Cases
Inrichten
van
processen
Inrichten
van
processen
Managen
van
projecten
Managen
van
projectenGovernance
Governance
Regie
Regie
Architectuur
Architectuur
Processes
OrganizationSystems
Customers
Name the change components
Ontwikkelen
maatwerk
Ontwikkelen
maatwerk
Beheer
infrastructuur
Beheer
infrastructuur
Beheer &
draaien
pakketten
Beheer &
draaien
pakketten
Support/
Helpdesk
Support/
Helpdesk
Ontwikkelen
maatwerkSSC 1
Beheer
infrastructuurSSC 3
Beheer &
draaien
pakketten
SSC 2
Support/
HelpdeskSSC 4
Response, context
and vision of SSC's
clear and design
direction activities
Target focus on
service domains
ICT -
governanceGovernance
RegieRegie ArchitectuurArchitectuur
Opstellen van Business
Cases
Opstellen van Business
Cases
Inrichtenvan
processen
Inrichtenvan
processen
Managenvan
projecten
Managenvan
projecten
Opstellen van Business
Cases
Opstellen van Business
Cases
Inrichtenvan
processen
Inrichtenvan
processen
Managenvan
projecten
Managenvan
projecten
Make Governance
agreements
Professionalize
demand
ICT -
governance
Governance
RegieRegie
ArchitectuurArchitectuur
Transform
demand management
ICT -
governance
-Governance
RegieRegie ArchitectuurArchitectuur
SSC 1
SSC 1
SSC 3
SSC 3
SSC 2
SSC 2
SSC 4
SSC 4
Opstellen
van Business
Cases
Opstellen
van Business
Cases
Inrichten
van
processen
Inrichten
van
processen
Managen
van
projecten
Managen
van
projectenGovernance
Governance
Regie
Regie
Architectuur
Architectuur
An Change approach for Shared Services
Change idea
….
Intervention-oriented communication about plan and implementation
Support by Change help desk
Assessment by Change board
Consultation with Sounding board groupCIO
Client …
Characteristics
of interaction
Characteristics
of employees
Characteristics of
products, pro-
cesses & structureClients,
Governance &
suppliers
History
Rea
son
Environm
ent
View on changeKick off
Change analysis
+ Culture scan
DD MM YYYY
Change goals
Aligning structure and processes
Organizing control and and prepairing SSC implementation
Contracting and realizing SLA’s
Culture change and competence development
Learning to collaborate
Inter-
ventions
And (re)
planning
Reconsider-
Ing
goals
Measuring
progress
Plateau 2
Inter-
ventions
and (re)
planning
Reconsider-
ing
goals
Measuring
progress
Plateau 1
14
Example of a Target Efforts Networkfor the SSC Change Programme
More innovative power
and sharing knowledge
More innovative power
and sharing knowledge
Higher efficiency
pension processes
Higher efficiency
pension processes
Better quality
ICT services and
products
Better quality
ICT services and
products
75% Reuse
pension processes
and systems
(FO & BO)
75% Reuse
pension processes
and systems
(FO & BO)
20% Faster
market
introduction
pension
products
20% Faster
market
introduction
pension
products
30% Cheaper
implementation
processes
30% Cheaper
implementation
processes
20% Less
duplication
20% Less
duplication
60% Knowledge
pension products
more accessible
60% Knowledge
pension products
more accessible
95% Reliable
service in
accordance
SLA
95% Reliable
service in
accordance
SLA
MissionMission
GoalsGoals
Measurable
goals
Measurable
goals
Projects
and activities
Projects
and activities
Mission
Develop a Shared Service Center that is a
knowledge-and information-engine around pension products,
by sharing forces to deliver better innovation
and deliver at lower cost high quality
products and services to
Directing
What is directing
Directing is about linking demand and supply.
You must know what the customer (commissioner and the user)
wants, then translate it into a solution with the
necessary resources (sources) to
achieve and then arrange
that the services
is provided.
And to be able tot do that to you really need the right competences. The director will lead
Use the three columns of the 9-gridfor setting up the directing area
Beheren en exploiteren ICT
services
Beheren en gebruiken
informatievoozieningen
Ontwerpen en exploiteren
bedrijfsvoering
Implementing
Ontwerpen en
plannen ICT service
Ontwerpen en
plannen informatie
voorziening en regie
Ontwerpen en
plannen
bedrijfsvoering
Organizing
Bepalen strategie
ICT service
Bepalen strategie
informatie
voorziening en regie
Bepalen strategie
bedrijfsvoering
Aligning
ServiceDirectingManagement
Business
Directing
Supplier organization
Beheren en exploiteren ICT
services
Beheren en gebruiken
informatievoozieningen
Ontwerpen en exploiteren
bedrijfsvoering
Implementing
Ontwerpen en
plannen ICT service
Ontwerpen en
plannen informatie
voorziening en regie
Ontwerpen en
plannen
bedrijfsvoering
Oganizing
Bepalen strategie
ICT service
Bepalen strategie
informatie
voorziening en regie
Bepalen strategie
bedrijfsvoering
Aligning
ServiceDirectingManagement
Use the three rows of the 9-grid model to design the chain
View and governance
Planning, organization and
projects
Implementation and
operational service delivery
Management and
exploitation IT and
FM services
Management and
use facilities
Use and exploitationImplementing
Design, build and
implement IT and FM
services
Design and
implementation
facilities and
information supply
and control
Design and
implementation
Organizing
Specify IT and FM
services
Specify strategy
facilities and
information supply
and control
Specify strategyAligning
ServiceDirectingManagement
Then a complete framework for managing sourcing is designed
Implementing Management and
exploitation IT and FM
services
Management and
use facilities
Use and exploitation
management
Design, build and
implement IT and FM
services
Design and
implementation
facilities and
information supply
and control
Design and implemantation
management
Organizing
specify IT and FM
services
specify strategy
facilities and
information supply
and control
specify strategy and
management
Aligning
ServiceDirectingManagement
Then match the directing activities with CMMi acquisition at the 9-grid
Monitoring quality
Performance mgt
and analysis
Project Monit. &
Control
Supplier mgt.
Change
management
Purchase &
tenders
Governance
Account Mgt.
Strategy & Collaboration
Service Portfolio
management
Architecture Management
Demand
Management
Demand & failure
settlement
Account &
Demand mgt.
Management
Contract &
Supplier mgt.
Processmodel for directing
• There are three primary process chains in the directing organisation:– Innovation Management, develop new services – Change management, implementation of changes to existing
services (doing projects, etc.) – Service management, performance and direction on the
existing services
• The processes are derived from the CMMi-ACQ model. By process chain KPIs (Key Performance Indicators) set.
Process chains for the directing organisation
23
ImplementingManagement and
exploitation IT and FM
services
Management and use
facilities
Use and exploitation
management
Design, build and
implement IT and FM
services
Design and
implementation
facilities and
information supply and
control
Design and
implemantation
management
Organizing
specify IT and FM
services
specify strategy facilities
and information supply
and control
specify strategy and
management
Aligning
ServiceDirectingManagement
The chain shows three dominant lines
Performanc
e mgt an
Project Monit. &
Control
Supplier mgt.Purchase &
tenders
Governance
Account Mgt.
Strategy & Collaboration
Architecture Management
Demand
Management
Demand & failure
settlement
Innovation
Managing changes
Service continuity
Explanation process model for demand/supply
• Directing organization is focussed on matching present and future customer IT service needs and demands with (contracted) services from supplier(s).
• The total organization should be seen as a logistic process (coordination between supply and demand). Each activity in this logistic process must be indicated either as a coordination of daily business or as a change in services rendered or as an innovation in services being supplied
• The activity is then attended to by the appropriate person/office in the logistic process and brought to a good result
The process model more detailed
SupplyDirectingCustomer/
Demand
Delivery of services
Incident management
Measurement & analysisOpera -
tional
meeting
Tactical
meeting
-
Change process
Innovation
Request for
change of
Product or
service
Request for
New product
or service
complaints
within SLA
Management of complaints
Results customer satisfactionsurvey
Monitoring
KPI’s
complaints
outside SLA Improvement
services
/ solve
incidents
Reports
Structural
problems
Proposal for impovement
supplier
Proposal for renewal
supplier
Proposal for improvement
Proposal for renewal
Governance
Service portfolio mgt
Architecture mgt
Procurement & tender
Strategy & coorporation
Monitoring KPI’s
Proposal for renewal
reports
S
t
r
a
t
e
g
i
c
T
a
c
t
i
c
O
p
e
r
a
t
i
o
n
a
l
Stra
tegical
meeting
Project monitoring Monitoring KPI’s
Proposal for improvement
complaints
Service & incidents
Bounderies of soucing andIT supply
SupplyDirectingCustomer/
Demand
Delivery of services
Incident management
Measurement & analysisOpera -
tional
meeting
Tactical
meeting
-
Change process
Innovation
Request for
change of
Product or
service
Request for
New product
or service
complaints
within SLA
Management of complaints
Results customer satisfactionsurvey
Monitoring
KPI’s
complaints
outside SLA Improvement
services
/ solve
incidents
Reports
Structural
problems
Proposal for impovement
supplier
Proposal for renewal
supplier
Proposal for improvement
Proposal for renewal
Governance
Service portfolio mgt
Architecture mgt
Procurement & tender
Strategy & coorporation
Monitoring KPI’s
Proposal for renewal
reports
S
t
r
a
t
e
g
i
c
T
a
c
t
i
c
O
p
e
r
a
t
i
o
n
a
l
Stra
tegical
meeting
Project monitoring Monitoring KPI’s
Proposal for improvement
complaints Service & incidents
The Innovation process (1/2)
Start
Global AnalysisInitiation Detail Analysis
Contracting
3 Agree terms and
contract with supply
Inventarisation of customer requirements
1a Develop
customer
requirements
1b Develop
Product
requirements
1c Analyse and
validate
requirements
Prepare Project
2a Estimate
planning and
forecast
2b Develop
projectplan
2c Get commitment
for the project
go
No go
Input
Service portfolio
management
Input
Governance
Architecture
management
Output
Functional Design
Input
Strategy &
colaboration
Output
Business case with
P.I.D
Input
Procurement and
tenderprocess
Demandmanager
Demandmanager
Projectmanager
Contractmanager
Suplly mgt
Output
Contract
go
No go
go
No go
The Innovation process (2/2)
Productintegration Verification
5a Prepare
verification
5b
Testing
5c Check selected
products
6a Prepare
productintegration
6b Ensure interface-
ompatibility and deliver the
product
The innovation process
Input
Developed
products
Decision making
about testgroup
& test environment
Input
Testresults
Output
Acceptation
products
Demandmanager
Contractmanager
Demandmanager
Contractmanager
Suplly mgt
Develop technical solutions
4a Select product-
component
4b Develop the
design
4c Implement the product
design
Projectmanager
Supply mgt
Input
Contract &
Functioneel Design
Manag
ement
Preparation & test ImplementationDevelopment
The Change process
Start
The change process
Initiation
Manage
ment
Alternative analysation and choice of
solutionReq. management
1 control
requirements
2 Evaluate alternative
solutions
Demandmanagement
Contractmanagement Configuration mgtProjectplanning
3 Develop
projectplan
4 Track and
manage changes
Product integration
5 Prepare
product-
integration
6 Ensure interface-
comptability and produce
solution
Demandmanager
Demandmanagement
Supply
Contractmanagement
Development Implementation
No go
go
No go
go
Analysation
The Incident process
Start
ICT Management stage
1st line support
Administration ClassificationIncident
entry
Incident solved
Yes
No
2nd line support
Design and
specifications of the
solution
Solution or
escalation
Intake
Frontoffice
2nd
line support
1 Registration
Classification
call
2 Relationship
call
10 Decline
call
11 Decline
user
5 Escalation
6 Analyse
Incident 1st
line
support
8 Solve
Incident 1st line
support
3 Inform
coördinator
4 Take
Care
existing
incident
Measure
exceeding
Supply mgt
7 Assign
Incident
9 Manage
progress
ja
Nee
ja
self
The incident management process
Supply Front Office Supply Back Office
Deeper
investigation
incident
Distribution and
administration of activities
and solution
Roles within the directing organisation
Management and exploitation
IT and FM services
Management and use
facilities
Use and exploitationImplementing
Design, build and implement
IT and FM services
Design and implementation
facilities and information
supply and control
Design and implementationOrganizing
SpecifyIT and FM
services
Specify strategy facilities and
information supply and control
Specify strategyAligning
ServiceDirectingManagement
The areas of responsibility plotted on the 9-grid mgt framework
Sourcing
management
Project mgt and
collaboration
mgt
Account and
Portfolio mgt
Contract mgt
and performance
monitoring
Sourcing
Services
Information
management
Functional
Application
mgt
Governance and
architecture
Directing roles in Governance and Architecture area
• The Director (CIO) will carry the ultimate responsibility for overall information and ICT chain and is sparring partner for the management of ICT-related issues
• The information architect designs and implements organisation-wide information architecture (applications, hardware, networking, datacom)
• The business architect designs the business processes and frameworks and enter the correct application of the process frameworks. Together with the ICT architect, a risk analysis in case of changes in processes or applications will be made
The information management area
• The Information Manager advises on solutions in the field of ICT for business to better support in achieving their objectives. It is a long term vision and planning and should develop a framework for planning and assessment of renewal and modification of information systems.
Account and Portfolio mgt areas
• The ICT consultant advises organisation-wide, sought and unsolicited, on solutions in the field of ICT business in order to better support their goals using ICT solutions
• The Information Analyst focuses on analyzing and advising on how the information flows within the customer organisation can be supported by the current system landscape
Project mgt and collaboration mgt
• The Project manager executes projects in the field of ICT (from the initiation tot the transfer to the existing organization)
Contract mgt and performance monitoring
• The Contract Coordinator focuses on the creation and implementation of the supplier strategy, mapping product / vendor combinations and building and maintaining existing relationships
• The Purchaser focuses on the procurement of services, and if products and people at the right price, performance levels, and compliance are buyed with contractual agreements is that can be monitored
• The Demand Manager focuses on developing and maintaining relationships with external ICT suppliers and on the steering / leading the team in - and outside staff responsible for the daily operation (including Service Desk and Field Services)
Sourcing management area
• The Service Level Coordinator is responsible for monitoring and managing the delivery of agreed ICT products and services by external parties as defined in Service Level Agreements on quality, availability and cost.
• The Project & Change Coordinator, will direct on all new and ongoing projects and (big) changes regarding the ICT systems (internal and external capacity, content, planning, budget, priority)
Sourcing Services area
• The keyuser provides the functional management of one or more applications tailored to the specific business processes. The key point of the users are from a group of users to use a specific application and the application of this application within a sector or management.
• The process specialists support the key user for the translation of the process of sector specific management or automated applications. They are experts in the field of process and work within the framework of the business architect suggests.
The Functional application mgt area
• The Functional Application Manager provides the functional management of one or more applications tailored to the specific business and focuses on analyzing and advising on how the information flows within the organisation can be supported by ICT applications. He/She will also support in testing and implementation of changes.
• The Technical Application Manager is responsible for the availability and performance of the ICT systems
The roles plotted on directing model
SupplyDirectingCustomer/
Demand
Delivery of services
Incident management
Measurement & analysisOpera -
tional
meeting
Tactical
meeting
-
Change process
Innovation
Request for
change of
Product or
service
Request for
New product
or service
complaints
within SLA
Management of complaints
Results customer satisfactionsurvey
Monitoring
KPI’s
complaints
outside SLA Improvement
services
/ solve
incidents
Reports
Structural
problems
Proposal for impovement
supplier
Proposal for renewal
supplier
Proposal for improvement
Proposal for renewal
Governance
Service portfolio mgt
Architecture mgt
Procurement & tender
Strategy & coorporation
Monitoring KPI’s
Proposal for renewal
reports
S
t
r
a
t
e
g
i
c
T
a
c
t
i
c
O
p
e
r
a
t
i
o
n
a
l
Stra
tegical
meeting
Project monitoring control& Monitoring KPI’s
Proposal for improvement
complaints
Service & incidents
ICT consultant
Information analist
Business architect
Functional application mgt
Application mgr
Purchaser
Contract
manager
Superuser
Projectmanager
Informationmanager
Information architectProject and change coordinator
Director(CIO)
Demand
manager
Roles and ideal change colorsBased on change management apporach of Prof. De Caluwé
SupplyCIOCustomer/
Demand
Delivery of services
Incident management
Measurement & analysisOpera -
tional
meeting
Tactical
meeting
-
Change process
Innovation
Request for
change of
Product or
service
Request for
New product
or service
complaints
within SLA
Management of complaints
Results customer satisfactionsurvey
Monitoring
KPI’s
complaints
outside SLA Improvement
services
/ solve
incidents
Reports
Structural
problems
Proposal for impovement
supplier
Proposal for renewal
supplier
Proposal for improvement
Proposal for renewal
Governance
Service portfolio mgt
Architecture mgt
Procurement & tender
Strategy & coorporation
Monitoring KPI’s
Proposal for renewal
reports
S
t
r
a
t
e
g
i
c
T
a
c
t
i
c
O
p
e
r
a
t
i
o
n
a
l
Stra
tegical
meeting
Monitoring KPI’s
Proposal for improvement
complaints
Service & incidents
ICT consultant
Information analist
Business architect
Functional application mgt
Application mgr
Purchaser
Contract
manager
Superuser
Projectmanager
Informationmanager
Information architect Project and change coordinator
Director(CIO)
Demand
manager
Some principles for directing competences
• 1st generation sourcing and directing asks for CMMI level 2• 2nd generation asks for CMMI level 3• 3th generarion asks for new competences in managing
colaboration and CMMI level 4• 4th generation asks for personal leaderschip and at least CMMI
level 4
• Directing competences are professional projectmanagement, managing change management, account management and supplier management all at the desired CMMI level
StrategicLeverage
Bottleneck Routine
Business Proces
Outsourcing
Backoffice
outsourcing
Outsourcing
workplace mgt
Business
development
Shared Service
CentersDataCenter
outsourcingFacilities
outsourcing
Workinnovation
1e generation sourcing 2
e generation sourcing
4e generation sourcing
3e generation sourcing
2e generation sourcing
Crowd
sourcing
Operations
outsourcing
At the end…
• Setting up a directing organisation (the new ICT organisation) is a radical change….use the change colours
• Filling in the roles is changing competences and changing people
• A clear process model will help to implement the directing activities
• Always use the three models to find a language of communication during the Change Operation; 9 grid, Kraljic and CMMI
Sourcing definition
The dynamic planning and organizing of
the supporting processes, people,
resources and capabilities,
needed to obtain
the business
goals
Which sourcing models should be known?
4
7
Strategisch?
Yes
Impact on
business
Risks to be
managed?
Mature service?
Stabiel?
UitbestedenOutsource
ZelfZelfImprove first and
purchase capacity
from external source(s)
High/average
Yes
Yes
No
No
Yes
Yes
Under control?
Capacity required
Improve together
outsource if necessary
Cooperation
advantageous?
Low
Cost reduction
important?
No
No
Start
cooperation
No
3rd generation and strategic or
leverage Kraljic segment
2nd generation and strategic or
bottleneck Kraljic segment 2nd/3rdgeneration and bottleneck or
routine Kraljic segment
1st/2nd generation and routine
Kraljic segment
Decision tree for the sourcing solutions
The sourcing solutions plotted on the Kraljic model
Purchasing Risk
Is it a standard or a specialized product?
Wha
t is
the
exte
nt to
whi
ch th
e pr
oduc
t / s
ervi
ce a
dds
valu
e fo
r th
e
busi
ness
Less
add
ed v
alue
Larg
e ad
ded
valu
e
Standard Specialized
StrategicLeverage
Bottleneck Routine
Business Proces
Outsourcing
Backoffice
outsourcing
Outsourcing
workplace mgt
Business
development
Shared Service
CentersDataCenter
outsourcingFacilities
outsourcing
Workinnovation
1st
generation sourcing 2nd
generation sourcing
4th
generation sourcing
3nd
generation sourcing
2nd
generation sourcing Crowd
sourcing
Operations
outsourcing
Five ways of thinking about change
Understand what underlying patterns drive and block an organization’s
evolution, focusing interventions to create space for people’s energy
Create settings for learning by using Organisation Development interventions,
allowing people to become more aware and more competent on their job
Bring the interests of the most important players together by means of a process
of negotiation enabling consensus or a win-win solution
Motivate and stimulate people to perform best they can, contracting and
rewarding desired behavior with the help of HRM-systems
Formulate clear goals and results, then design rationally a systematic approach
and then implement the approach according to plan
Something changes when you . . .
‒ Change is in the eye of the beholder
‒ Each viewpoint has its ++ en --, ideals and pitfalls
Red print
Green print
Blue print
White print
Yellow print
The five colors at a glance
Yellow-print Blue-print Red-print Green-print White-print
Something changes when you
in a/an
and create
bring common interests together
power game
a feasible solution, a win-win situation
think first and then act according to a plan
rational process
the best solution, a brave new world
stimulate people in the right way
exchange exercise
a motivating solution, the best ´fit´
create settings for collective learning
learning process
a solution that people develop themselves
create space for spontaneous evolution
dynamic process
a solution that releases energy
The result is...
by a/an...
aimed at...
forming coalitions, changing topstructures
facilitator who uses his own power base
positions and context
project management strategic analysis
expert in the field
knowledge and results
assessment & reward, social gatherings
HRM expert
procedures and working climate
training and coaching, open systems planning
facilitator who supports people
the setting and communication
open space meetings self-steering teams
someone who uses his being as instrumentpatterns and meanings
Result is…
Safeguarded by…
The pit-falls lie in…
partly unknown and shifting
decision documents and power balances
dreaming and lose-lose
described and guaranteed
benchmarking and iso systems
ignoring external and irrational aspects
outlined but not guaranteed
HRM systems
ignoring power and smothering brilliance
envisaged but not guaranteed
a learning organisation
excluding no-one and lack of action
unpredictable
self-management
superficial under-standing and laissez faire
10-04-2023