tci 2014 management 3.0 agile cluster management
TRANSCRIPT
Management 3.0 Agile cluster management Klaus Haasis Cluster Labs
11 November 2014
management 3.0 agile cluster management –
how to be a creative networker
under uncertainty.
new approaches for cluster management
from effectuation, scrum, lean startup and more
KLAUS HAASIS - ask klaus! Innovation Coach & Counsellor
TCI Global Conference, Monterey, Mexico
10th November 2014
Photographer and Advertiser
Engineer and Journalist
Managing Director and Innovator
Person-centered Counsellor
Organizational and Human Resource Development
Hypnosystemic Coach
Online Trainer
Certified Scrum Master
Certified Effectuation Expert
management 3.0 agile cluster management – how to be a creative networker under uncertainty,
new approaches for cluster management.
+ adding uncertainty to strategy and planning + adding coaching approaches to cluster management + adding startup concepts to innovate in clusters
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Cluster Co-Creation Co-Working
Co-llaborationNew
Mental and Physical Spaces
TCI Cluster LabMonterey Mexico
11. November 2014
Klaus Haasis - ask klaus!Innovation Coach & Counsellor
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NewPhysical Spaces
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October 2014
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10
NewMental Spaces
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Business Modell Generation (Alex Osterwalder)
Design Thinking (David Kelley)
IOS IntegratedOperating System (Ken Wilber)
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CLUSTER MANAGEMENT 3.0FROM the knowledge worker TO the creative networker
-> increase collision-> leverage surprise -> embrace diversity-> fail early-> copy with pride - share with delight-> everything is a remix
Coaching the Agile Enterprise: A Handbook for
Emerging Transformation Leaders, Change Artists and Benevolent Trouble-Makers
©2011-13 Michael K. Spayd
: Four Pathways to Grow a
More Agile Enterprise
AQAL – The Four Quadrants
I It
We Its
©2013 Michael K. Spayd
Subjective vs. Objective
Co
lle
cti
ve
vs. In
div
idu
al
AQAL – The Four Quadrants
I It
We Its
©2013 Michael K. Spayd
Subjective vs. Objective
Co
lle
cti
ve
vs. In
div
idu
al
The Integral Operating System
The Four Quadrants
Psychological Window
Behavioral Window
Cultural Window
Systems Window
The “I” Perspective
The “WE” Perspective
The “IT” Perspective
The “ITS” Perspective
adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd
EQ, leadership development,
personality profiles,
introspection, reflection, meditation,
solitude,
self-awareness
The “I” Perspective
Scientific method, metrics,
analysis, observation, financial
controls, statistics, quality
programs, productivity
measurement, financial targets,
product (singly) The “IT” Perspective
Corporate vision, mental
models analysis, stakeholder
consultation, diversity,
transformational change,
culture management
The “WE” Perspective
Systems thinking, portfolio
analysis, strategic planning, trend
forecasting, empirical
management systems,
lifecycle analysis
The “ITS” Perspective
The Integral Operating System
The Four Quadrants
Psychological Window
Behavioral Window
Cultural Window
Systems Window
The “I” Perspective
The “WE” Perspective
The “IT” Perspective
The “ITS” Perspective
adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd
EQ, leadership development,
personality profiles,
introspection, reflection, meditation,
solitude,
self-awareness
The “I” Perspective
Scientific method, metrics,
analysis, observation, financial
controls, statistics, quality
programs, productivity
measurement, financial targets,
product (singly) The “IT” Perspective
Corporate vision, mental
models analysis, stakeholder
consultation, diversity,
transformational change,
culture management
The “WE” Perspective
Systems thinking, portfolio
analysis, strategic planning, trend
forecasting, empirical
management systems,
lifecycle analysis
The “ITS” Perspective
What’s Your Preference?
? ?
? ?
©2013 Michael K. Spayd
Subjective vs. Objective
Co
lle
cti
ve
vs. In
div
idu
al
“I”
“WE”
“IT”
“ITS”
THE TURKEY ILLUSION
Uncertainty
Information
Goals
Complexity
Changedisruptive
negotiable
confusing
high
fixed
clear
low
controllable
Unc
erta
inty
Pro
filin
gRisk
EFFECTUATION PRINCIPLES
The future is not predictable. The future comes from what people do.Start form your given means.Don't assemble means after a goal is set.Invest what you can afford to lose.Don't target a return first and hope of profitability and growth. Build a network of self-selected stakeholdersand get stakeholder commitments.Embrace and Leverage surprises.
PURPOSE5
UNCERTAINTYRISK CERTAINTY
UNCERTAINTY PROFILE6
MEANS •BIRD IN HAND7
AFFORDABLE LOSS8
PARTNERSHIPS9
NEXT STEPS10
ITERATIONS 11
REFRAIMING12
klaus haasis [email protected], mobile +491706313193 www.klaushaasis.dede.linkedin.com/in/klaushaasisde.linkedin.com/in/klaushaasis
INVITATION
TCI mentoring program
TCI INNOVATION COACHING
FOR CLUSTERS
Join and Register now!
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