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From survival of the fittest to survival of the most cooperative
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From Survival of the Fittest to Survival of the most [email protected]
Zurich, October 31st 2008Somesso
What happens in Western Society?
TOP
DOWN
BOTTOM
UP
Push oriented Pull oriented
TOPDOWN ICT PLANNING
MARKETING
POLITICS
LINUX / WIKI /CSN
PROTOTYPING
SALES
COURTS OF JUSTICE
NEWSPAPER
© F. van der Reep
EUROPEAN RULING
PRIVATE INITIATIVES
REFERENDUM
INNOVATION PLANNING
OUTSOURCING CORE-EXCELLENCE
Away
BPMOPERATIONAL EXCELLENCE
Excellent way
Who’s my PAL COMMUNICATIONAL EXCELLENCE
All-ways
MANAGEMENT & CONTROLCONTROL EXCELLENCE
© F. van der Reep
simple complex
dynamic environment
static environment
One way
Recognise and accept diversity& subcultures
Always ??
© F. van der Reep
simple complex
CAMOUFLAGE
Stand up
Accept multiple viewpoints
Maintainer,
focus on what is known
Entrepreneur, focus on what is not known
visible certain
static
invisible uncertain dynamic
Right Practice
Control
Hold grip
Best Practice
Enlarge quantity
Shared PracticeOutsourcing
Delegate
Next Practice
Enhance Relationships
Trust
SIMPLE COMPLEX
DYNAMIC WORLD
STATIC WORLD
European 3C segmentation examples
Functio
nalCostSaver
Outs
ourcer Flexible
Source: Peter van den Heuvel, Frans van der Reepcompany segmentation based on research data or estimation
3C
Current Research: Taxonomy of Social Configurations
according to Robert Scheltens
Goal Orientation
Criteria for membership
(Access)
Open Closed Open Closed
High external pressure
Team Task force Coalition Clan
Low external pressure
Company
(Gesellschaft, Gezelschap)
Society
(Gemeinschaft,Genootschap)
Political Arena
Club
Multiple GoalsSingle ‘smart’ Goal
© Robert Scheltens
The difference between just working together driven from parallel self-interest and real
cooperation is 30% cost
© F. van der Reep
Invitation
from Survival of the fittest to Survival of the most cooperative
• Develop the talent to spot talent • Mental model: regard your collegues as entrepreneurs
• Find your PAL: trust crowd sourcing and corporate social networking
• Connect the various matching principles in the company
• Connect and cooperate is key
from Survival of the fittest to Survival of the most cooperative
• Develop the talent to spot talent • Mental model: regard your collegues as entrepreneurs
• Find your PAL: trust crowd sourcing and corporate social networking
• Connect the various matching principles in the company
• Connect and cooperate is key
Back to the The Human Age. So……
Get ready to get real
• Accept multiple view points
• Be teacher as well as student
• Avoid tunnelvision. Dialogue prevents misjudgments
• Always thank your friends
• Implement and use social media: ‘big companies’ should feel as ‘small companies’, especially for the customer.
•All these requirements should be reflected in company policies, especially ICT and HRM
• Accept multiple view points
• Be teacher as well as student
• Avoid tunnelvision. Dialogue prevents misjudgments
• Always thank your friends
• Implement and use social media: ‘big companies’ should feel as ‘small companies’, especially for the customer.
•All these requirements should be reflected in company policies, especially ICT and HRM
© F. van der Reep
Cooperation is a personal decision
Be transparant, consequent and clear in your intentionsBe transparant, consequent and clear in your intentions
© F. van der Reep
Procedures ICT
$HRM
Process
Target
Process management
© F. van der Reep
1.1 …..
2.1 …
3.1 …
5.1 …
6.1 …
Business
Process
Applicaties
IT Infrastructuur
Organisation/HRM
Visie
1.2 …
2.2 …
3.2 …
5.2 …
6.2 …
Assesment
1.3 …
2.3 …
3.3 …
5.3 …
6.3 …
DesignrulesSolution Scenario´s
1.4 …
2.4 …
3.4 …
5.4 …
6.4 …
Development
1.5 …
2.5 …
3.5 …
5.5 …
6.5 …
implementation
1.6 …
2.6 …
3.6 …
5.6 …
6.6 …
maintenanceCRG
4.1 … 4.2 … 4.3 … 4.4 … 4.5 … 4.6 …
Data
Operational power
Company Reference Grid
© F. van der Reep
1. Total Quality Mgt
KAIZEN
do things better
2. Re- architecturing:
technological update informationsystems
Systems don’t change
Systems do change
Organisational structure doesn’t
change3. Reorganise: BPM
change workprocesses
4. BPR
change procedures and systems
Organisational structure does
changeprojectprofiles
profiles
© F. van der Reep
MeasurementMeasurement
MarketingSales
deliveryprocesses
maintenance construction
Information architecture: 4 bullets
DSSDSS Workflow managementWorkflow management
Production systemsProduction systems
Admin
Technology
Stock transaction
