White paperAugust 2008
White paperAugust 2008
Dynamic-robust problem solving - thinking tools for outperformance.
A guest contribution white paper for the BetaCodex Network
Courtesy of Dr. Gerhard [email protected]
Make it real!
Page 2
benmark university
Institut für dynamikrobusteHöchstleistung
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
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benmark university
Institut für dynamikrobusteHöchstleistung
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.
t1900 1980 2008
Conventionalcompanies
Outperformers
Market pressure
Crafts manufacturing Tayloristic industry Global markets
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benmark university
Institut für dynamikrobusteHöchstleistung
How to distinguish between “red” and “blue”.
flow
repe
titio
nde
ad
aliv
e
stru
ctur
e
rule
prin
cipl
e
surp
rise
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benmark university
Institut für dynamikrobusteHöchstleistung
.........
InformationDataValuesBehaviorto practiceto learnAbility (skill)KnowledgeLeadershipAdministration
complex dynamic alive
complicate formal dead
Blue
Duality – the distinction between “red“ and “blue“
Red
....
CommunicationCulture
QualificationCompetenceManagement
”World“
The Integration
behindthe Distinction
Distinctions are needed, if you want to think and describe dynamic relations.
Page 6
benmark university
Institut für dynamikrobusteHöchstleistung
CentreSh
areh
olde
r
Mar
ket
Dynamic market
Stimulus
Resp
on
se
Mar
ket
Centre
Shar
ehol
der
Dull market
Peri-phery
Peri-phery
Peri-phery
Peri-phery
Stimulus
Resp
on
se
Peri-phery
Peri-phery
In dynamic markets, the centre loses its knowledge superiority, and steering collapses.
Centre and periphery under dynamic pressure
Peri-phery
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benmark university
Institut für dynamikrobusteHöchstleistung
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”)
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benmark university
Institut für dynamikrobusteHöchstleistung
CentreSh
areh
olde
r
Mar
ket
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
Mar
ket
Shar
ehol
der
Competence
Problem
Finds solutions
Competence
Problem
Divides problems
Centre
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benmark university
Institut für dynamikrobusteHöchstleistung
1. Symmetrization
2. Dual Process Development
3. Culture Observation
4. Strategy versus Plan
5. Economic Outsourcing
“Thinking tools” for outperformers (examples)
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benmark university
Institut für dynamikrobusteHöchstleistung
value creation value creation
Centre
Periphery
Asymmetrical Symmetrical
Day-to-day business
Innovation
Symmetric coupling of centre and periphery
service
serviceservice
“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 peripheryturns the interface symmetric, and innovation becomes possible.
Self-control
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benmark university
Institut für dynamikrobusteHöchstleistung
flow
repe
titio
n
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-dyamicproblem
High-dynamicproblem
dea
d
aliv
e
stru
ctur
e
rule
prin
cipl
e
surp
rise
High-dynamic problems call for an increase in the red part of the solving process.
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benmark university
Institut für dynamikrobusteHöchstleistung
The similarity in the complex portion of all problems
Tayloristic
/ Federativ
e
Management
Sales
IT
Costs
Project Management
Knowledge ManagementOrganization
Mastery / Knowledge
Leadersh
ip/Administratio
n
Qualifi-cation
Value creating / Parasitic
Betterment/Administration
Reduction / Optimization
Coupled / Neutral
Administration/Leadershipcomplex
complicated
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benmark university
Institut für dynamikrobusteHöchstleistung
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)
Consistingof:
Governed through:
What you can seeand change by decision.
Control (trivial)
What‘s behindand cannot be changed by decision.
Extrinsic motivation to behavior
Leadership (complex)
Intrinsic motivation to thinking
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benmark university
Institut für dynamikrobusteHöchstleistung
“Strategy”, or “planning”?
In conformity with strategy
Out of bounds!Future Status(Target)
CurrentStatus “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.
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benmark university
Institut für dynamikrobusteHöchstleistung
Make shell(waste/muda) Make core
Buy shell(outsourcing)
Buy core(“Santa Clause“
interface)
we make itourselves!
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.
Page 16
benmark university
Institut für dynamikrobusteHöchstleistung
Dr. Gerhard Wohland, [email protected]
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 [email protected] Paulo, Brazil
Gebhard [email protected], Germany
Valérya [email protected] Paulo, Brazil
Andreas [email protected], Germany
Silke [email protected], Germany
Markus [email protected], Switzerland