Dinâmica, complexidade e adaptação – sobre o “vermelho” e o “azul” Beyond Budgeting Aula teste, B.I.International, 23.07.2009 Dinâmica, complexidade e adaptação – sobre o “vermelho” e o “azul” Introdução para a disciplina “Gestão de Mudança” [ Niels Pflaeging ] MetaManagement Group & BBTN Presentation: Niels Pflaeging, BBTNCopyright BBRT 2007 - All rights reserved

Empresas convencionais O percurso histórico das dinâmicas de mercado alta dinamica lentidão alta dinâmica 1900 2008 Empresas convencionais Outperformers Pressão de mercado dinamico Manufatura Industria taylorista Mercados globais humano máquina formal 1980 t A dominância da alta dinâmica é nem bom, nem ruim. É um fato histórico.

Como distinguir entre “vermelho” e “azul”. surpresa principio fluxo vivo repetição estrutura morto regra Facing huge dynamics limitation to rule based problem description is useless and dangerous. She masks / hides essentials / the substance. Process and its structure Each operating process is activated by a problem and finished by its solution. For routine / slow problems the process consists mainly of events, which occur repeatedly (blue). For dynamic problems the process for resolution consists mainly of surprising events (red). Handling surprises needs ideas based on principals. Only qualified and motivated persons can achieve this. In a slow / routine environment a process description consists out a rule set ordered by chronological dependencies. In a dynamic environment a process description consists out of three parts: rules, principles and people (John and Joanne).

Dualidade – a distinção entre “vermelho“ e “azul“ A integração atrás da distinção Vermelho complicado formal morto ”Mundo“ complexo dinâmico vivo Dirigir Management Liderança Conhecimento Competência Habilidade (“skill”) aprender Qualificação praticar Comportamento Cultura Valores Dados Comunicação Informacao Regras Estrutura Processo Principios Decisão Método Solução d/problemas Idéia ..... .... .... Distinções são necessárias, se você quiser pensar e descrever relações dinâmicas.

Centro e periferia sob pressão dinâmica Mercado lerdo-lento Mercado dinamico Peri- feria Peri- feria Acionista Peri- feria Acionista Peri- feria Centre Centre Estímulo Peri- feria Mercado Estímulo Peri- feria Peri- feria Mercado Definitions Periferia Each of the peripheries consists all functions to realise the value added for their markets. There are as many peripheries a the company has markets. Centre The centre consists of all functions to tread with the Problems witch are caused from the share holders or the market. Problem A Problem ist an not ignorable stimulus. Problems are caused by the share holders (stock exchange, owners, banks, …) and the market (competitors and customers) Resposta Resposta Em mercados dinâmicos, o centro perde sua superioridade de conhecimento e o direcionamento entra em colapso.

Resolução de problemas em mercados de dinâmica baixa e alta Dinâmica baixa (direcionamento/controle) Dinâmica alta (liderança) Peri- feria Peri- feria Peri- feria Peri- feria Acionista Acionista Conhecimento Competência Competência Problema Centro Centro Problema Problema Solucao Divide problemas Encontra soluções Ordem p/periferia Peri- feria Peri- feria Mercado Peri- feria Mercado Peri- feria Definitions Periferia Each of the peripheries consists all functions to realise the value added for their markets. There are as many peripheries a the company has markets. Centre The centre consists of all functions to tread with the Problems witch are caused from the share holders or the market. Problem A Problem ist an not ignorable stimulus. Problems are caused by the share holders (stock exchange, owners, banks, …) and the market (competitors and customers) O centro resolve problemas e e emite ordens – a periferia as executa. O centro divide problemas, as Passa para a periferia e recombina seus resultados para uma solução

A dualidade dos processos Dinâmica baixa Dinâmica alta Tecnologia de resolução de problemas: Pessoas com idéias surpresa principio fluxo vivo repetição estrutura morto regra 1 2 3 4 5 Tecnologia de resolução de problemas: Descrições de processos Facing huge dynamics limitation to rule based problem description is useless and dangerous. She masks / hides essentials / the substance. Process and its structure Each operating process is activated by a problem and finished by its solution. For routine / slow problems the process consists mainly of events, which occur repeatedly (blue). For dynamic problems the process for resolution consists mainly of surprising events (red). Handling surprises needs ideas based on principals. Only qualified and motivated persons can achieve this. In a slow / routine environment a process description consists out a rule set ordered by chronological dependencies. In a dynamic environment a process description consists out of three parts: rules, principles and people (John and Joanne). Problema de baixa dinamica Problema de alta dinamica Problemas de alta dinâmica requerem um incremento da parte vermelha do processo de resolução.

Comportamento (fazer) A dualidade da cultura Cultura baseada em comportamento (taylorista/lerdo-lenta) Cultura baseada em valores (pós-taylorista/dinâmica) Comportamento (fazer) Valores (pensar) consistindo de: O que você pode ver e mudar por decisão O que está além e não pode ser mudado por decisão Governado por: Controle (trivial) Liderança (complexo) Facing huge dynamics limitation to rule based problem description is useless and dangerous. She masks / hides essentials / the substance. Process and its structure Each operating process is activated by a problem and finished by its solution. For routine / slow problems the process consists mainly of events, which occur repeatedly (blue). For dynamic problems the process for resolution consists mainly of surprising events (red). Handling surprises needs ideas based on principals. Only qualified and motivated persons can achieve this. In a slow / routine environment a process description consists out a rule set ordered by chronological dependencies. In a dynamic environment a process description consists out of three parts: rules, principles and people (John and Joanne). Motivação extrínseca para comportamento Motivação intrínseca para pensamento Somente a parte azul da cultura pode ser mudada. A parte vermelha só pode ser observada.

“Estratégia”, ou “planejamento”? Fora da área! 5 Fora da área! Status futuro (objetivo) 4 2 1 6 Status atual “Espaço estratégico“ 3 Strategy as room between today and the goal. It consists out of strategic decisions. If the way from the actual status to a goal is known, no elaborate strategy is needed, a simple plan is sufficient. If the way to the goal is unknown, a strategy is needed. This strategy is a precondition for autonomous acting without causing destructive disharmony of intelligent workers. Strategy can be seen as an empty space of actions, constructed by the „art of omitting“. Em conformidade com estratégia Se você souber o caminho, então pode fazer um plano. Se você não souber o caminho, então precisa de estratégia.

A semelhança na parte complexa de todos os problemas complicado Gestao de projetos Management Administração / Liderança Liderança / Administração Qualificacao TI Mestria / Conhecimento Vinculado / Neutro complexo Criando valor / Parasítico Redução / Otimização Vendas Custos Melhoria /Administração Taylorista / Federativo A subject becomes more technical with increasing distance to the complex centre. In parallel the differences increase. All problems are identical in the complex centre. A problem is spanned (like a vector) and by doing this transformed regarding the plurality using the main distinction complicated – complex. Motto: "Only the right question enables a solution". Similarity within the complex The vitality, the potential for surprises is made of its complex portion. Dealing with surprises is dealing with the unknown. This needs more than knowledge. It requires mastery and ideas. The complex portion of a problem is solved if enough masters (talents) are available for solution a theory is in place to distinguish between applicable and inapplicable ideas The problem and its solution are similar to each other in the complex portion of all functions. The complex portions are similar – even for different functions of the organization. Problems are related to each other on the complex side. Take ivy as an example: even if they cover high walls, below the surface they frequently have common origins. Promoting talents and theory is difficult. But success in this field eases solution of all kind of conventional problems. This is a enormous reserve, which is used far too seldom. Gestao de conhecimento Organização

Make it real! Conteúdo desta apresentação Generosamente cedido por Gerhard Wohland, Editado por Niels Pflaeging Niels Pflaeging www.bbtn.org www.metamanagementgroup.com niels@bbtn.org