making the entire firm agile - stevedenning · making the entire firm agile steve denning steve’s...
TRANSCRIPT
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Making
The Entire Firm
Agile
Steve Denning
Steve’s daily blog on Forbes
http://blogs.forbes.com/stevedenning/
These slides:
http://www.stevedenning.com/slides/London.pdf
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Video
Radical Management
Explaining the idea in sixty seconds
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President, Ford Motor Company, 1960
Secretary of Defence, 1961-1968
President, World Bank, 1968-1981
Robert McNamara
“the smartest man I ever met”
John F. Kennedy
1978
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1996: A knowledge
management
program was launched
1996-2000
2000: The World Bank
was benchmarked as a
leading knowledge
organizations
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2000-2008
Teaching the Fortune 500
how to use
the power of
leadership storytelling Why doesn’t it
stick?
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Why don’t
management
innovations stick?
(These are highly intelligent, educated people!)
In 2008, I began exploring:
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One clue…
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Within a few years, it had
been put on a back-burner
Not just the World Bank
• BP
• Ernst & Young
• IBM
• HP
Knowledge management
It’s not just leadership storytelling!
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It’s not just leadership storytelling!
Lean Manufacturing
“Only 1% of lean
initiatives meet their
goals.”
Jeffrey Liker
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Marketing
25 ways in which traditional
management systematically
kills great marketing ideas
It’s not just leadership storytelling!
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Innovation
How management
systematically kills
disruptive innovation
It’s not just leadership storytelling!
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2008
Why did management
systematically kill all the creative
things in organizations?
• knowledge management?
• lean manufacturing?
• innovation?
• marketing?
• leadership storytelling?
•Agile software development
The question was broader
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Traditional
management
rests on
five interlocking
principles
Most management textbooks…
Most articles in Harvard Business Review …
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1. The purpose of a firm is to
produce outputs that make money
Five planks of traditional management
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2. Managers act as controllers of
individuals
Five planks of traditional management
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3. Work is coordinated by
hierarchy and bureaucracy
Five planks of traditional management
Rules
plans
reports
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4. “The main value is efficiency”
Five planks of traditional management
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5. Communicate by directives
Five planks of traditional management
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The shifts are interlocking & self-reinforcing
Make money
for
shareholders
Managers are
controllers
of indivduals
Bureaucracy:
rules, plans, reports
Top down
commands
Efficiency,
cost cutting
“Single fix” improvements don’t “stick”
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Five planks of traditional management
“Traditional management
practices are a success”
“the smartest man I ever met”
John F. Kennedy
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• Business leaders: Most CEOs still assume these
management principles are sound.
• Journal articles: 90% of HBR articles propose
modest adjustments to the traditional management
model
• Management textbooks: Most management
textbooks accept this as the default mental model of
management, while noting “deviations”.
CEOs & writers accept this mental model
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2009: Conclusive proof of the
failure of traditional management
Source: Deloitte’s Center for the Edge: The Shift Index
The rate of return on assets
of large firms is one-quarter
of what it was in 1965
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2009: Conclusive proof of the
failure of traditional management
Source: Richard Foster Creative Destruction; McKinsey
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The story of Dell and AsusTek
Why Amazon can’t make a Kindle in the USA
2009: Management has destroyed
whole sectors of the economy
Dell: Ten-year share price
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2. Declining life expectancy hidden by quick profits
Pursue short-term
profits
Foreign outsourcing
Inability to innovate
Loss of knowledge
Cost cutting
Corporate death
The outsourcing death spiral
Unable to compete
The early stages of the cost-cutting death spiral are profitable
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Why Amazon can’t make a Kindle in the USA
Compact fluorescent lighting; LCDs for monitors, TVs handheld devices like mobile phones; electrophoretic displays; lithium and NiMH batteries; advanced rechargeable batteries; crystalline silicon solar cells, inverters and power semiconductors;
Desktop, notebook and netbook PCs; low-end servers; consumer networking gear routers, access points, home set-top boxes; advanced composite; advanced ceramics integrated circuit packaging.
Industries already “lost”
Even more industries are “at risk”
G. Pisano & W. Shih “Restoring American Competitiveness” HBR, July-August 2009
2009: The outsourcing death spiral
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Traditional management has also
failed in employee engagement
Source: Deloitte’s Center for the Edge: The Shift Index
Only 1 in 5
workers is fully
engaged in his
or her work
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1. Director of Information Technology
2. Director of Sales and Marketing
3. Product Manager
The Three Most Hated Jobs in the USA
http://www.forbes.com/sites/stevedenning/2011/08/11/think-your-job-is-bad-try-one-of-these/
Managers hate their own jobs!
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1. Director of Information Technology
2. Director of Sales and Marketing
3. Product Manager
The Three Most Hated Jobs in the USA
http://www.forbes.com/sites/stevedenning/2011/08/11/think-your-job-is-bad-try-one-of-these/
These are bad situations,
not bad people
Managers hate their own jobs!
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Management is not just ill
Management is fatally ill Management is systematically killing
the organizations it is meant to be helping
• knowledge management
• lean manufacturing
• innovation
• marketing
• leadership storytelling
•Agile software development
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Why did
management
fail?
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Unless we understand
a problem, we cannot
expect to solve it.
We have to get to
root causes
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Root cause #1:
Discontinuity replaces continuity
“Corporations, which
operate with management
philosophies based on the
assumption of continuity,
are not able to change at
the pace and scale of the
markets.”
2001 2011
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Root cause #2:
The marketplace has changed
Big firms used to own the marketplace
Global competition and instant information to
customers changed the balance of power.
The customer is now the boss.
Many firms haven’t yet grasped this
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Root cause #3: Partial fixes don’t work
The elements are interlocking & self-reinforcing
Make money
for shareholders
Managers are
controllers
of indivduals
Bureaucracy:
rules, plans, reports
Top down
commands
Efficiency,
cost cutting
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Even successful experiments don’t stick
Make money
for
shareholders
Managers are
controllers
of indivduals
Bureaucracy:
rules, plans, reports
Top down
commands
Efficiency,
cost cutting
“The interlocking culture prevails …
Knowledge
management
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The organization is at war with itself
Making
money for
shareholders
Top-down
commands
Agile
When only part of the firm is Agile
From controller
to enabler
From bureaucracy
to dynamic linking Radical
transparency
Role
Values
Communications
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This has proven to be remarkably resilient
Make money
for
shareholders
Managers are
controllers
of indivduals
Bureaucracy:
rules, plans, reports
Top down
commands
Efficiency,
cost cutting
We need systemic change!
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This has proven to be remarkably resilient
Make money
for
shareholders
Managers are
controllers
of indivduals
Bureaucracy:
rules, plans, reports
Top down
commands
Efficiency,
cost cutting
We need a new
interlocking pattern
that is equally resilient
Partial fixes don’t stick!
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“The significant problems we
have cannot be solved at the
same level of thinking with
which we created them.”
Albert Einstein
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1. New goal for the organization
2. New role for managers
3. New coordination mechanisms
4. Shift from value to values
5. New way to communicate
And 70+ practices ….
To get lasting change, we need all at once
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To get lasting change….
Delighting
customers
From controller
to enabler
From bureaucracy
to dynamic linking
From command
to conversations
Radical
transparency
Goal
Role
Coordination Values
Communications
You have to change all five dimensions…
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1. NEW GOAL: delight the customers
from outputs to outcomes 1
1. Delight
the
customer!
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The bottom line of the firm
shifts from
making money for
shareholders
to
delighting the customer
Roger Martin: The Age of Customer Capitalism, HBR Jan 2010
1. NEW GOAL: delight the customers
from outputs to outcomes 1
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1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
An epochal shift in the balance
of power in the marketplace:
The customer is now the boss!
Sorry about that!
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Customer delight
is not a new idea:
Ancient Romans
e.g. Vitruvius’s treatise on
architecture
1. NEW GOAL: delight the customers
from outputs to outcomes 1
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Is “customer delight” a serious business proposition?
“Customer delight” = “Providing a continuous
stream of additional
value to customers and
delivering it sooner”
1. NEW GOAL: delight the customers
from outputs to outcomes 1
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Is “customer delight” a serious business proposition?
“joy” “enchantment” “happiness”
1. NEW GOAL: delight the customers
from outputs to outcomes 1
“raving fans”
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Is “customer delight” a serious business proposition?
• “customer success”
• “customer trust in us”
• Net Promoter Score
1. NEW GOAL: delight the customers
from outputs to outcomes 1
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1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
Is “customer delight” a serious business proposition?
“Customer delight”
is
measurable.
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“You take
what we
make!’
“We want
to understand & help
solve your problems!”
1. NEW GOAL: delight the customers
Shift from an inside-out to outside-in perspective 1
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1
Outputs Outcomes
Things People
1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
This changes the game completely
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1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
The goal is: delighting the customer
• “Making money” is not the goal
• “Being agile” is not the goal.
•“Working software” is not the goal.
• Agile & Scrum & working software
are means to achieving the goal.
• Everyone must focus on the goal
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21st Century 4 buttons
Simple
Easy to use
iPod
LESS
IS
MORE!
20th Century 54 buttons
Complicated
DVD
controller
1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
Aim for the simplest thing!
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1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
Deliver it sooner !
In a bureaucracy,
large amounts of
work wait in
queues
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Customer delight Costs come down of
their own accord!
A paradoxical discovery!
1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
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It makes much more money…
This is why the shift is inexorable
…
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1. New goal: “Delighting the customer” means ….
a different way of running the organization.
2. New role for managers
3. New coordination mechanisms
4. Shift from value to values
5. New way to communicate
1. NEW GOAL: delight the customers
i.e. from outputs to outcomes 1
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2. Enable
self-organizing
teams
2. NEW MANAGER ROLE: from controller to enabler 2
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No single
right answer
Single
right answer
2. NEW MANAGER ROLE: from controller to enabler 2
Puzzles Mysteries
What is the
square root
of 9?
What will
be the next
really
big thing?
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2. NEW MANAGER ROLE: from controller to enabler 2
Puzzles Mysteries
Making
money for the
shareholders
Delighting
the
customer
No single
right answer
Single
right answer
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Controls cannot solve
mysteries
Controls can solve
puzzles
2. NEW MANAGER ROLE: from controller to enabler 2
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2. NEW MANAGER ROLE: from controller to enabler 2
Controller of
individuals Enabler of self-
organizing teams
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2. NEW MANAGER ROLE: from controller to enabler 2
Self-organizing teams
are a very old idea
Legal juries in England, 1166
A diverse group of citizens
was preferred over decision
by one or more “experts”
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2. NEW MANAGER ROLE: from controller to enabler 2
The Difference: How the Power of Diversity Creates Better
Groups, Firms, Schools, and Societies by Scott E. Page
Diversity
defeats
intelligence!
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3. Dynamic
linking
3. COORDINATION: From bureaucracy to dynamic linking 3
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3. COORDINATION OF WORK: Dynamic linking 3
Client
driven
Short
cycles
Hierarchical bureaucracy Dynamic linking
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3. COORDINATION OF WORK: Dynamic linking 3
Dynamic linking: work in short cycles
direct customer feedback
the customer is the boss
In software
Agile
Scrum
Kanban
Even “lumpy” work!
E.g. Quadrant Homes
Naval radar system
Polaris submarines
Thousands of organizations
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3. COORDINATION OF WORK: Dynamic linking 3
One of the biggest surprises for me:
• Learn management from geeks?
What on earth is Scrum?
“If there was a Nobel prize
for management, the founders
of Scrum would win it.”
• Yet HBR has never heard of Scrum
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3. COORDINATION OF WORK: Dynamic linking 3
Progress is measured by direct client feedback
“Most changes make things
worse for the customer”
The case of
the missing
button
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4. FROM VALUE TO VALUES: radical transparency 4
4. From value
to
values
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4. FROM VALUE TO VALUES: radical transparency
Alan Mullaly CEO, Ford
4
“Just do it”
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74
Get the product out
4. FROM VALUE TO VALUES: continuous improvement 4
The status quo is
never good enough
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5. INTERACTIVE COMMUNICATON: conversation 5
5. From top-down
to
conversation
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5. INTERACTIVE COMMUNICATON: conversation 5
Commands
kill
motivation
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5. INTERACTIVE COMMUNICATON: conversation 5
Money
kills
inspiration
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5. INTERACTIVE COMMUNICATON: conversation
Top-down commands
5
Peer-to-peer conversations
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5. INTERACTIVE COMMUNICATON: conversation 5
“Just get it out!”
Robert McNamara:
“Get it right for
the customer!”
Steve Jobs:
How can Apple be a model when Steve Jobs was a tyrant?
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Coordination
Delighting
customers
From controller
to enabler
From bureaucracy
to dynamic linking
From command
to conversations
Radical
transparency
Goal
Role
Values
Communications
The shifts are interlocking & self-reinforcing
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Individually, none of the shifts is new
WHAT’S NEW: doing all at once
Delighting
customers
From controller
to enabler
From bureaucracy
to dynamic linking
From command
to conversations
Radical
transparency
Goal
Role
Values
Communications
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… an organization is at war with itself
Making
money for
shareholders
Top-down
commands
Agile
Without all five shifts ….
From controller
to enabler
From bureaucracy
to dynamic linking Radical
transparency
Role
Values
Communications
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The transition is inevitable
Two- to four-times
gains in
productivity
Economics will drive the change!
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Six-year share price 2004-2011
Firms that delight their customers,
are also HUGELY PROFITABLE
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Ten-year share price 2001-2011
Firms that delight their customers,
are also HUGELY PROFITABLE
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Ten-year share price 2001-2011
Firms that delight their customers,
are also HUGELY PROFITABLE
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Ten-year share price 2001-2011
While the other firms
STRUGGLE just to STAY IN PLACE
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Ten-year share price 2001-2011
While the other firms
STRUGGLE just to STAY IN PLACE
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Change is inevitable…
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1990s: Ford’s Romeo plant
in Michigan
The world’s best plant:
Ford’s Hermosillo plant
in Mexico
The transition won’t be easy
1990
2006: The new CEO,
Allan Mullaly, embraces it
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How could
management have
failed when the
economy had
three decades of
growth? It didn’t feel like failure
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1. Declining life expectancy hidden by quick profits
Pursue short-term
profits
Foreign outsourcing
Inability to innovate
Loss of knowledge
Cost cutting
Corporate death
The outsourcing death spiral
Unable to compete
The early stages of the cost-cutting death spiral are profitable
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2. The bubble economy: 1980-2008
Economic growth fueled by consumer demand
Flat median salaries
The economy felt ok
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Economic growth fueled by consumer demand
Housing bubble
Credit card
bubble
Student loan
bubble
Financial sector bubble
Median salaries are flat
2. The bubble economy: 1980-2008
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The apparent
economic growth
of the last decade
evaporated
In 2008, the bubbles burst …..
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Declining median salaries
Credit card debt
Housing debt
Financial sector debt
Student loan debt
Economic growth stops with little consumer demand
Growing sector deficits
Structural unemployment
The illusion of growth is now revealed
Growing public sector deficits
Structural unemployment
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Dispirited employees
Apparently thriving
economy
Frustrated customers
Society could live with this
1980-2008
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Dispirited employees
Failing economy
Frustrated customers
Society can’t live with this
We may have reached a tipping point
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3. Executive pay hid corporate performance
No incentive for top management to change
http://stevedenning.typepad.com/steve_denning/2011/01/executive-pay-whats-wrong-with-this-picture.html
2007 1965
24x
275x
Executive compensation
vis-à-vis worker pay
shows 10x increases
Fortune 500 have
4x declines in life
expectancy
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3. Executive pay vs corporate performance
Little incentive for top management to change
v
Jeff Immelt, CEO, GE
Ten year compensation Plus $ 126 million
Ten year market cap Minus $ 267 billion Minus Plus
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3. Executive pay vs corporate performance
It is difficult to get a man to
understand something,
when his salary depends upon
his not understanding it.
Upton Sinclair
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4. Firms may prefer to die than to change
“A new scientific truth does not
triumph by convincing its
opponents and making them see
the light, but rather because its
opponents eventually die, and a
new generation grows up that is
familiar with it.”
Nobel laureate Max Planck
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Change is inevitable…
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Company death rates will accelerate…
We are looking at:
Decade of low or no economic growth
Declining personal incomes
Low aggregate demand
Traditional management can’t generate demand
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Survivors : those who delight customers
Firms who delight their customers will survive
They generate their own demand
By 2020, more than half of the Fortune 500 will be new
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Lead the revolution!
• Be the strategy (not support the strategy)
• Master leadership storytelling
• Educate your bosses: what management is about
• Join with others
• Take charge of your future
The opportunity for Scrum and Agile
“Your time is limited: don’t waste it living someone else’s life.”
Steve Jobs
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“Once you introduce this,
it affects everything in the
organization—the way you
plan, the way you manage,
the way you work.
Everything is different. It
changes the game
radically.”
Mikkel Harbo VP, Systematic Software (Denmark)
Reinventing management requires systemic change
More than a new set of management tools!
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The real voyage of
discovery consists not in
seeking new landscapes,
but in having new eyes.
Marcel Proust