Implement Thought Leaders 2013

Change

What Matters Now – Moon Shots for Management 2.0

GARY HAMEL

PROGRAMME/PRACTICALITIES

08:30 Doors open and light breakfast

09:15 Welcome and introduction to Implement

Thought Leaders 2013

Implement Consulting Group

09:30 Moon Shots for Management 2.0 – What

matters now?

Professor Gary Hamel

10:15 Break

10:45 How to win in a world of relentless

change, ferocious competition and

unstoppable innovation

Professor Gary Hamel

11:30 Cello reflection

11:35 Q&A session with Professor Gary

Hamel

12:00 Buffet and networking

12:45 End of programme

PRESENTATION BYPROFESSOR GARY HAMEL

IDEAS THAT WE SHOULD APPLY IN OUR ORGANISATION

KEY LEARNINGS AND TAKE-AWAY FROM TODAYS SESSIONS

25 MOON SHOTS FOR MANAGEMENT

1. Ensure that the work of management serves a

higher purpose: Management, both in theory and

practice, must orient itself to the achievement of

noble, socially significant goals.

2. Fully embed the ideas of community and

citizenship in management systems: There’s a

need for processes and practices that reflect the

interdependence of all stakeholder groups.

3. Reconstruct management’s philosophical

foundations: To build organizations that are more

than merely efficient, we will need to draw lessons

from such fields as biology, political science, and

theology.

4. Eliminate the pathologies of formal hierarchy:

There are advantages to natural hierarchies, where

power flows up from the bottom and leaders

emerge instead of being appointed.

5. Reduce fear and increase trust: Mistrust and fear

are toxic to innovation and engagement and must

be wrung out of tomorrow’s management systems.

6. Reinvent the means of control: To transcend

the discipline-versus-freedom trade-off, control

systems will have to encourage control from within

rather than constraints from without.

7. Redefine the work of leadership: The notion

of the leader as a heroic decision maker is

untenable. Leaders must be recast as social-

systems architects who enable innovation and

collaboration.

8. Expand and exploit diversity: We must create

a management system that values diversity,

disagreement, and divergence as much as

conformance, consensus, and cohesion.

9. Reinvent strategy making as an emergent

process: In a turbulent world, strategy making

must reflect the biological principles of variety,

selection, and retention.

In his famous article “Moon Shots for Management” in Harvard Business Review, Gary Hamel lists what great challenges we must tackle to reinvent

management and make it more relevant to a volatile world.

19. Depoliticize decision making: Decision

processes must be free of positional biases and

should exploit the collective wisdom of the entire

organization and beyond.

20. Better optimize trade-offs: Management

systems tend to force either-or choices. What’s

needed are hybrid systems that subtly optimize

key trade-offs.

21. Further unleash human imagination: Much is

known about what engenders human creativity.

This knowledge must be better applied in the

design of management systems.

22. Enable communities of passion: To maximize

employee engagement, management systems

must facilitate the formation of self-defining

communities of passion.

23. Retool management for an open world:

Value-creating networks often transcend the

company’s boundaries and can render traditional

power-based management tools ineffective. New

management tools are needed for building and

shaping complex ecosystems.

24. Humanize the language and practice of

business: Tomorrow’s management systems must

give as much credence to such timeless human

ideals as beauty, justice, and community as they

do to the traditional goals of efficiency, advantage,

and profit.

25. Retrain managerial minds: Managers’ deductive

and analytical skills must be complemented by

conceptual and systems-thinking skills.

10. De-structure and disaggregate the

organization: To become more adaptable and

innovative, large entities must be disaggregated

into smaller, more malleable units.

11. Dramatically reduce the pull of the past:

Existing management systems often mindlessly

reinforce the status quo. In the future, they must

facilitate innovation and change.

12. Share the work of setting direction: To

engender commitment, the responsibility for goal

setting must be distributed through a process in

which share of voice is a function of insight, not

power.

13. Develop holistic performance measures:

Existing performance metrics must be recast,

since they give inadequate attention to the critical

human capabilities that drive success in the

creative economy.

14. Stretch executive time frames and perspectives:

We need to discover alternatives to compensation

and reward systems that encourage managers to

sacrifice long-term goals for short-term gains.

15. Create a democracy of information: Companies

need information systems that equip every

employee to act in the interests of the entire

enterprise.

16. Empower the renegades and disarm the

reactionaries: Management systems must give

more power to employees whose emotional equity

is invested in the future rather than the past.

17. Expand the scope of employee autonomy:

Management systems must be redesigned

to facilitate grassroots initiatives and local

experimentation.

18. Create internal markets for ideas, talent, and

resources: Markets are better than hierarchies at

allocating resources, and companies’ resource

allocation processes need to reflect this fact.

SURVEY RESULTS

13%

14%

17%

33%

24%

0-100

100-500

500-2.000

2.000-10.000

>10.000

14%

10%

34%

25%

18%

30%

3%

5%

12%

7%

7%

10%

26%

CEO/President/Managing Director

Other C-level executive

SVP/VP/Director

Head of Department/Senior Manager

Other

Manufacturing

Telecommunications

Services

Professional services

Retail and wholesale

Public government

Public services

Other

Your title

Your industry

Number of employees in your organisation

Organisation’s annual revenue

10%

11%

6%

10%

9%

47%

7%

MDKK <100

MDKK 100–500

MDKK 500–1.000

MDKK 1.000–3.000

MDKK 3.000–5.000

MDKK >5.000

Don’t know

Mean Variance 1st quartile Median 3st quartile

4,15 0,78 4 4 5

4,13 0,73 4 4 5

3,86 0,95 3 4 5

3,31 1,16 3 3 4

4,17 0,84 4 4 5

4,11 0,79 4 4 5

22%

24%

33%

56%

20%

23%

36%

35%

38%

29%

35%

38%

42%

40%

30%

15%

44%

39%

Redefine thework of leadership

Expand andexploit diversity

Reinvent strategy making asan emergent process

De-structure and disaggregate the organisation

Dramatically reducethe pull of the past

Share the workof setting direction

Irrelevant Relevant Very relevant

Mean Variance 1st quartile Median 3st quartile

3,94 1,00 3 4 5

3,48 1,09 3 3 4

3,08 1,43 2 3 4

3,60 1,17 3 4 4

4,33 0,82 4 5 5

3,87 0,84 3 4 5

31%

55%

62%

43%

19%

37%

34%

24%

25%

34%

24%

34%

36%

22%

14%

23%

57%

30%

Ensure that the work of management serves a higherpurpose

Fully embed the ideas of community and citizenshipin management systems

Reconstruct management’s philosophical foundations

Eliminate the pathologies of formal hierarchy

Reduce fear andincrease trust

Reinvent the meansof control

Irrelevant Relevant Very relevant

How relevant are the following management challenges in your organisation?How relevant are the following leadership challenges in your organisation?

Mean Variance 1st quartile Median 3st quartile

3,95 0,91 3 4 5

3,74 1,22 3 4 5

4,12 0,81 4 4 5

3,98 0,84 3 4 5

3,62 1,15 3 4 4

3,84 1,06 3 4 5

30%

41%

24%

29%

45%

38%

36%

27%

35%

38%

30%

29%

34%

31%

42%

34%

25%

33%

Develop holistic performancemeasures

Stretch executive time framesand perspectives

Create a democracy of information

Empower the renegades and disarm the reactionaries

Expand the scope of employeeautonomy

Create internal markets forideas, talent, and resources

Irrelevant Relevant Very relevant

How relevant are the following management challenges in your organisation?

Mean Variance 1st quartile Median 3st quartile

4,05 1,03 3 4 5

3,69 0,86 3 4 4

3,65 0,98 3 4 4

3,74 1,12 3 4 5

3,52 1,01 3 4 4

3,33 1,17 3 3 4

4,03 0,97 3 4 5

26%

39%

43%

38%

47%

54%

26%

32%

41%

36%

35%

36%

31%

36%

42%

20%

21%

28%

17%

15%

38%

Depoliticise decision making

Better optimise trade-offs

Further unleash humanimagination

Enable communities of passion

Retool management for an open world

Humanise the language andpractice of business

Retrain managerial minds

Irrelevant Relevant Very relevant

How relevant are the following management challenges in your organisation?

To what extent are these barriers preventing your organisation from rethinking leadership?

To what extent are these barriers preventing your organisation from rethinking leadership?

Mean Variance 1st quartile Median 3st quartile

3,25 1,56 2 3 4

3,76 1,36 3 4 5

2,39 1,52 1 2 3

3,36 1,58 2 4 4

3,12 1,62 2 3 4

2,92 1,47 2 3 4

2,80 1,56 2 3 4

10%

5%

28%

8%

12%

17%

16%

19%

13%

33%

21%

23%

18%

30%

25%

15%

20%

19%

23%

28%

22%

28%

36%

12%

30%

25%

28%

22%

18%

32%

8%

22%

17%

8%

11%

Not enough time, too few resources

Short-term pressures

The current recession

Top management’smindsets

Orthodox or out-of-date beliefs

Lack of rewards/incentives

No burning platform

1 - Completely irrelevant 2 3 4 5 - Very relevant

Mean Variance 1st quartile Median 3st quartile

2,31 1,31 1 2 3

2,46 1,23 2 2 3

2,99 1,40 2 3 4

3,23 1,50 2 3 4

3,15 1,67 2 3 4

3,44 1,25 3 4 4

29%

22%

11%

11%

12%

4%

32%

32%

26%

18%

23%

20%

20%

28%

28%

22%

19%

22%

16%

14%

24%

34%

28%

36%

3%

4%

11%

15%

17%

18%

Passive, indifferent, poorly trainedemployees

Mistrust

Lack of shared goals and beliefs

Top-down structures/hierarchy

Lack of vision and courage

Lack of the necessary change skills

1 - Completely irrelevant 2 3 4 5 - Very relevant

NOTES

www.implementconsultinggroup.com