SlideShare ist ein Scribd-Unternehmen logo
1 von 19
8 CRITICAL CAPABILITIES8 CRITICAL CAPABILITIES
FOR A COMPLEX WORLDFOR A COMPLEX WORLD
LIVING IN ALIVING IN A
VUCA WORLDVUCA WORLD
A VUCA WORLD
We are living in a VUCA world, an environment made of :
VOLATILITY, UNCERTAINTY, COMPLEXITY, AMBIGUITY.
How much do you know about the situation ?
How well can you predict the
results of your actions ?
COMPLEXITY VOLATILITY
AMBIGUITY UNCERTAINTY
-
+
+
The situation has many interconnected parts
and variables.Some information is available
or can be predicted, but the volume or nature
of it can be overwhelming to process.
The challenge is unexpected or unstable, and
may be of unknown duration, but it's not
necessarily hard to understand ; knowledge
about it is often available.
Causal relationships are completely unclear.
No precedents exist ; you face ''unknown
unknowns''.
Despite a lack of other information, the
event's basic cause and effect are known.
Change is possible but not a given.
Source : Harvard Business Review
WHAT IS COMPLEXITY ?
COMPLEXITY :
Condition of having many diverse and autonomous
but interrelated and interdependent components or
parts linked through many (dense) interconnections.
In the context of an organization, complexity is
associated with :
Source : Business Dictionary
Organization's
interrelationships
with external
environment
Their effect
on the organization
Interrelationships
of the
individuals
FROM SIMPLE TO COMPLEX
STACEY MATRIX
COMPLICATED
COMPLICATED
COMPLEX
SIMPLE
CERTAINTY
AGREEMENT
Amongst
stakeholders
CHAOS
Source : Ralph D. Stacey, Strategic Management and Organizational Dynamics :
The Challenge of Complexity. Prentice Hall, 2002.
FROM SIMPLE TO COMPLEX
CYNEFIN FRAMEWORK
Source : Wikipedia
Complex and chaotic,
are "unordered":
cause and effect can
be deduced only with
hindsight or not at all
Simple (or obvious)
and complicated,
are "ordered":
cause and effect
are known or can
be discovered.
Cynefin offers five contexts or "domains" of decision-making. These domains offer
managers a "sense of place" from which to analyse behaviour and decide how to act in
similar situations.
8 CAPABILITIES8 CAPABILITIES
TO MANAGETO MANAGE
COMPLEXITYCOMPLEXITY
1
EMBRACE COMPLEXITY
Means : Adopting the right tools and pratices, so as to keep solving
problems and making decisions under fast-changing conditions.
Keep an eye out for
indicators of change
●
Strategic watch
●
Benchmarking
●
Strategic tools
(Pest, Pestel, Porter's
6 forces, SWOT).
Build diverse teams
to solve problems
●
Ages, gender, seniority...
●
Schools & experience...
●
Avoid cloning.
Consider organizations
as complex systems
●
Systems thinking
●
Stacey Matrix
●
Cynefin framework
EMBRACE COMPLEXITY
Context's characteristics The leader's job Danger signals
Response to
danger signals
Source : Harvard Business Review
2
ACT STRATEGICALLY
Means : Leading the organization into the future
by adjusting strategies to capture emerging opportunities
or tackle unexpected challenges.
Understand
competitive
forces shaping
your industry
Identify and
evaluate strategic
opportunities
Communicate
a compelling
strategic vision
Follow through
on execution
3
ACTIVATE SYSTEMS THINKING
ALWAYS ZOOM OUT SO AS TO SEE
THE “ BIG PICTURE “
(Holistic view, mindmapping habit)
UNDERSTAND THAT THE MAP IS
NOT THE TERRITORY
(Consider underlying elements, root
causes, motives and intentions...)
FOCUS ON INTERCONNECTIONS
(Between People / entity-environment /
between sub-systems)
4
FOSTER INNOVATION
Means : building
reliable innovation processes,
and a collaborative, creative
environment.
Why it matters :
Importance of letting emerge
the kind of ideas needed to
drive growth.
Establish the
structures that best
support innovation
Cross-disciplinarity,
intrapreneurship,
partnerships, joint ventures...
Encourage people to
discover new ways to
achieve success
(Design thinking, etc.)Effectively manage
systems & processes
Fail management, allow
initiative and calculated risk.
5
LEVERAGE NETWORKS
Means : Systematically developing networks to achieve
organizational goals.
●
LEVERAGE NETWORKS TO GAIN
INSIGHT INTO COMPLEX PROBLEMS.
●
CREATE NETWORKS TO ENHANCE
INFLUENCE.
●
TREAT NETWORKS AS MUTUALLY
REWARDING RELATIONSHIPS.
6
INSPIRE ENGAGEMENT
Means : Fostering a culture that creates meaningful connections
between employees' values and those of the organization.*
* Only ~13% of employees worldwide are engaged at work, Gallup, State of the Global Workforce Survey.
Understand
individual employee's
values and needs
Shape work
assignments to meet
different needs
and values
Foster an
inclusive work
environment
7
CULTIVATE LEARNING AGILITY
Means : Routinely seeking out new learning opportunities
and systematically learning from new experiences.
●
SEEK OUT OPPORTUNITIES TO
DISCOVER NEW APPROACHES AND
ACQUIRE NEW SKILLS.
●
RAPIDLY ANALYZE PROBLEMS AND
SYNTHESIZE INFORMATION.
●
SEARCH FOR LESSONS IN BOTH
SUCCESSFUL AND UNSUCCESSFUL
OUTCOMES.
8
DEVELOP PERSONAL
ADAPTABILITY
Means : Remaining focused and effective in the face of
uncertainty and ambiguity.
Deal flexibly
and creatively
with challenging
situations.
Build Resilience
by effectively
managing stress,
time, and energy.
Adapt to change.
Recognize that past
approaches often do
not work in current
situations.
ADAPTABILITY : THE NEED FOR COMBINING
MANAGEMENT & LEADERSHIP EXCELLENCE
Source : Kotter International
THE ONLY SIMPLICITY
TO BE TRUSTED
IS THE SIMPLICITY
TO BE FOUND ON
THE FAR SIDE
OF COMPLEXITY
Alfred North Whitehead
RESOURCES
●
Harvard Business Publishing
●
Harvard Business Review
●
Business Dictionary.com
●
Kotter International
●
Leadership Tools (link).

Weitere ähnliche Inhalte

Was ist angesagt?

Change transition management.....
Change transition management.....Change transition management.....
Change transition management.....Moch Kurniawan
 
Introduction to System Thinking
Introduction to System ThinkingIntroduction to System Thinking
Introduction to System ThinkingBehzad Behdani
 
Org Physics - Explained (BetaCodex11)
Org Physics - Explained (BetaCodex11)Org Physics - Explained (BetaCodex11)
Org Physics - Explained (BetaCodex11)Niels Pflaeging
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural ChangeJohnny Ordóñez
 
LEGO® Serious Play® — For Managers
LEGO® Serious Play® — For ManagersLEGO® Serious Play® — For Managers
LEGO® Serious Play® — For ManagersMichael Tarnowski
 
Before You Manage Your Boss...
Before You Manage Your Boss... Before You Manage Your Boss...
Before You Manage Your Boss... Wiley
 
Design Tools for Systems Thinking
Design Tools for Systems ThinkingDesign Tools for Systems Thinking
Design Tools for Systems ThinkingPeter Vermaercke
 
Agile Ways of Working For High-Performing Teams
Agile Ways of Working For High-Performing TeamsAgile Ways of Working For High-Performing Teams
Agile Ways of Working For High-Performing TeamsMichael Goschnick
 
A Presentation on Innovation
A Presentation on InnovationA Presentation on Innovation
A Presentation on InnovationStefan Lindegaard
 
Agile Transformation Defined
Agile Transformation DefinedAgile Transformation Defined
Agile Transformation DefinedChristoph Mathis
 
Equipo de Agiles Coaches en ING - CAS'23
Equipo de Agiles Coaches en ING - CAS'23Equipo de Agiles Coaches en ING - CAS'23
Equipo de Agiles Coaches en ING - CAS'23Gemma Hornos Cirera
 
Agile and the nature of decision making
Agile and the nature of decision makingAgile and the nature of decision making
Agile and the nature of decision makingDennis Stevens
 
NASA 's use of TRIZ (systematic innovation methodology)
NASA 's use of TRIZ (systematic innovation methodology)NASA 's use of TRIZ (systematic innovation methodology)
NASA 's use of TRIZ (systematic innovation methodology)Richard Platt
 
A Brief, Very Very Brief Intro to Systems Thinking
A Brief, Very Very Brief Intro to Systems ThinkingA Brief, Very Very Brief Intro to Systems Thinking
A Brief, Very Very Brief Intro to Systems ThinkingZach Dennis
 

Was ist angesagt? (20)

Change transition management.....
Change transition management.....Change transition management.....
Change transition management.....
 
Introduction to System Thinking
Introduction to System ThinkingIntroduction to System Thinking
Introduction to System Thinking
 
Org Physics - Explained (BetaCodex11)
Org Physics - Explained (BetaCodex11)Org Physics - Explained (BetaCodex11)
Org Physics - Explained (BetaCodex11)
 
Management Skills for a VUCA World
Management Skills for a VUCA WorldManagement Skills for a VUCA World
Management Skills for a VUCA World
 
Agile Transformation and Cultural Change
 Agile Transformation and Cultural Change Agile Transformation and Cultural Change
Agile Transformation and Cultural Change
 
LEGO® Serious Play® — For Managers
LEGO® Serious Play® — For ManagersLEGO® Serious Play® — For Managers
LEGO® Serious Play® — For Managers
 
Before You Manage Your Boss...
Before You Manage Your Boss... Before You Manage Your Boss...
Before You Manage Your Boss...
 
Design Tools for Systems Thinking
Design Tools for Systems ThinkingDesign Tools for Systems Thinking
Design Tools for Systems Thinking
 
Triz-2
Triz-2Triz-2
Triz-2
 
Intro to Systems Thinking
Intro to Systems ThinkingIntro to Systems Thinking
Intro to Systems Thinking
 
Agile Ways of Working For High-Performing Teams
Agile Ways of Working For High-Performing TeamsAgile Ways of Working For High-Performing Teams
Agile Ways of Working For High-Performing Teams
 
A Presentation on Innovation
A Presentation on InnovationA Presentation on Innovation
A Presentation on Innovation
 
Systems thinking
Systems thinkingSystems thinking
Systems thinking
 
TRIZ WORKBOOK 2012
TRIZ WORKBOOK 2012TRIZ WORKBOOK 2012
TRIZ WORKBOOK 2012
 
Agile Transformation Defined
Agile Transformation DefinedAgile Transformation Defined
Agile Transformation Defined
 
Equipo de Agiles Coaches en ING - CAS'23
Equipo de Agiles Coaches en ING - CAS'23Equipo de Agiles Coaches en ING - CAS'23
Equipo de Agiles Coaches en ING - CAS'23
 
Agile and the nature of decision making
Agile and the nature of decision makingAgile and the nature of decision making
Agile and the nature of decision making
 
NASA 's use of TRIZ (systematic innovation methodology)
NASA 's use of TRIZ (systematic innovation methodology)NASA 's use of TRIZ (systematic innovation methodology)
NASA 's use of TRIZ (systematic innovation methodology)
 
A Brief, Very Very Brief Intro to Systems Thinking
A Brief, Very Very Brief Intro to Systems ThinkingA Brief, Very Very Brief Intro to Systems Thinking
A Brief, Very Very Brief Intro to Systems Thinking
 
Change Management
Change ManagementChange Management
Change Management
 

Ähnlich wie 8 Critical capabilities for a complex world

Using Vertical Development in a complex and unpredictable world
Using Vertical Development in a complex and unpredictable world Using Vertical Development in a complex and unpredictable world
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
 
P.11.what are soft skills (2)
P.11.what are soft skills (2)P.11.what are soft skills (2)
P.11.what are soft skills (2)Paul J. Walsh
 
Resilience: how to build resilience in your people and your organization
Resilience: how to build resilience in your people and your organizationResilience: how to build resilience in your people and your organization
Resilience: how to build resilience in your people and your organizationDelta Partners
 
Reflective Principal Retreat: Leadership, self organisation and change
Reflective Principal Retreat: Leadership, self organisation and changeReflective Principal Retreat: Leadership, self organisation and change
Reflective Principal Retreat: Leadership, self organisation and changeChris Jansen
 
Slides that @HelenBevan created to go with Twitter posts in 2019
Slides that @HelenBevan created to go with Twitter posts in 2019Slides that @HelenBevan created to go with Twitter posts in 2019
Slides that @HelenBevan created to go with Twitter posts in 2019Helen Bevan
 
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...BizLibrary
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
 
Curiosity: the blessing and the curse of the PhD entrepreneur
Curiosity: the blessing and the curse of the PhD entrepreneurCuriosity: the blessing and the curse of the PhD entrepreneur
Curiosity: the blessing and the curse of the PhD entrepreneurCristina Escoda
 
Management 3.0 - An Introduction
Management 3.0 - An IntroductionManagement 3.0 - An Introduction
Management 3.0 - An IntroductionStefan Nüsperling
 
Scenario Planning- Psychological Perspective
Scenario Planning- Psychological PerspectiveScenario Planning- Psychological Perspective
Scenario Planning- Psychological Perspectiveazizali
 
Towards Inspirational Business Leadership in Challenging Times – The New H...
Towards Inspirational Business Leadership in Challenging Times    – The New H...Towards Inspirational Business Leadership in Challenging Times    – The New H...
Towards Inspirational Business Leadership in Challenging Times – The New H...National HRD Network
 
Agile Portugal 2017 - Agile-based Active Learning
Agile Portugal 2017 - Agile-based Active LearningAgile Portugal 2017 - Agile-based Active Learning
Agile Portugal 2017 - Agile-based Active LearningNuno Rafael Gomes
 
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...AbuSyeedRaihan
 
Defying Disruption - CPA Congress 2016 Adelaide
Defying Disruption - CPA Congress 2016 Adelaide Defying Disruption - CPA Congress 2016 Adelaide
Defying Disruption - CPA Congress 2016 Adelaide Pete Holliday
 
Will You Be The Next Social Entrepreneur Mar 27, 2009
Will You Be The Next Social Entrepreneur Mar 27, 2009Will You Be The Next Social Entrepreneur Mar 27, 2009
Will You Be The Next Social Entrepreneur Mar 27, 2009Paul Pajo
 
Creating a dynamic learning process in the fast lane (PSDT 201411)
Creating a dynamic learning process in the fast lane (PSDT 201411)Creating a dynamic learning process in the fast lane (PSDT 201411)
Creating a dynamic learning process in the fast lane (PSDT 201411)Joris Claeys
 
Complexity, Change and Wellbeing
Complexity, Change and WellbeingComplexity, Change and Wellbeing
Complexity, Change and WellbeingMike Bell
 

Ähnlich wie 8 Critical capabilities for a complex world (20)

Using Vertical Development in a complex and unpredictable world
Using Vertical Development in a complex and unpredictable world Using Vertical Development in a complex and unpredictable world
Using Vertical Development in a complex and unpredictable world
 
P.11.what are soft skills (2)
P.11.what are soft skills (2)P.11.what are soft skills (2)
P.11.what are soft skills (2)
 
Resilience: how to build resilience in your people and your organization
Resilience: how to build resilience in your people and your organizationResilience: how to build resilience in your people and your organization
Resilience: how to build resilience in your people and your organization
 
Reflective Principal Retreat: Leadership, self organisation and change
Reflective Principal Retreat: Leadership, self organisation and changeReflective Principal Retreat: Leadership, self organisation and change
Reflective Principal Retreat: Leadership, self organisation and change
 
Slides that @HelenBevan created to go with Twitter posts in 2019
Slides that @HelenBevan created to go with Twitter posts in 2019Slides that @HelenBevan created to go with Twitter posts in 2019
Slides that @HelenBevan created to go with Twitter posts in 2019
 
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...
Top 5 Soft Skills: What Successful People Know that Every Employee Needs to K...
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy Design
 
Curiosity: the blessing and the curse of the PhD entrepreneur
Curiosity: the blessing and the curse of the PhD entrepreneurCuriosity: the blessing and the curse of the PhD entrepreneur
Curiosity: the blessing and the curse of the PhD entrepreneur
 
Management 3.0 - An Introduction
Management 3.0 - An IntroductionManagement 3.0 - An Introduction
Management 3.0 - An Introduction
 
Scenario Planning- Psychological Perspective
Scenario Planning- Psychological PerspectiveScenario Planning- Psychological Perspective
Scenario Planning- Psychological Perspective
 
Towards Inspirational Business Leadership in Challenging Times – The New H...
Towards Inspirational Business Leadership in Challenging Times    – The New H...Towards Inspirational Business Leadership in Challenging Times    – The New H...
Towards Inspirational Business Leadership in Challenging Times – The New H...
 
Tim Lyons - Understanding how humans work within teams
Tim Lyons - Understanding how humans work within teamsTim Lyons - Understanding how humans work within teams
Tim Lyons - Understanding how humans work within teams
 
Agile Portugal 2017 - Agile-based Active Learning
Agile Portugal 2017 - Agile-based Active LearningAgile Portugal 2017 - Agile-based Active Learning
Agile Portugal 2017 - Agile-based Active Learning
 
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...
SYSTEMS ORIENTED LEADERSHIP - 16 Crucial Skills for Leaders who put the Syste...
 
Defying Disruption - CPA Congress 2016 Adelaide
Defying Disruption - CPA Congress 2016 Adelaide Defying Disruption - CPA Congress 2016 Adelaide
Defying Disruption - CPA Congress 2016 Adelaide
 
The fifth discipline
The fifth disciplineThe fifth discipline
The fifth discipline
 
Will You Be The Next Social Entrepreneur Mar 27, 2009
Will You Be The Next Social Entrepreneur Mar 27, 2009Will You Be The Next Social Entrepreneur Mar 27, 2009
Will You Be The Next Social Entrepreneur Mar 27, 2009
 
Creating a dynamic learning process in the fast lane (PSDT 201411)
Creating a dynamic learning process in the fast lane (PSDT 201411)Creating a dynamic learning process in the fast lane (PSDT 201411)
Creating a dynamic learning process in the fast lane (PSDT 201411)
 
Complexity, Change and Wellbeing
Complexity, Change and WellbeingComplexity, Change and Wellbeing
Complexity, Change and Wellbeing
 
Organisation Culture Change Masterclass
Organisation Culture Change MasterclassOrganisation Culture Change Masterclass
Organisation Culture Change Masterclass
 

Mehr von LITTLE FISH

Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...LITTLE FISH
 
Communication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeurCommunication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeurLITTLE FISH
 
7 Tools For a Positive Mindset
7 Tools For a Positive Mindset7 Tools For a Positive Mindset
7 Tools For a Positive MindsetLITTLE FISH
 
Les règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performanceLes règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performanceLITTLE FISH
 
S'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiquesS'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiquesLITTLE FISH
 
How To Predict Performance on the Job ?
How To Predict Performance on the Job ?How To Predict Performance on the Job ?
How To Predict Performance on the Job ?LITTLE FISH
 
Happiness as a Cultivated Activity
Happiness as a Cultivated ActivityHappiness as a Cultivated Activity
Happiness as a Cultivated ActivityLITTLE FISH
 
Les formes d'accompagnement professionnel
Les formes d'accompagnement professionnelLes formes d'accompagnement professionnel
Les formes d'accompagnement professionnelLITTLE FISH
 
3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnelLITTLE FISH
 
Amélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreurAmélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreurLITTLE FISH
 
5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entrepriseLITTLE FISH
 
Building Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal SphereBuilding Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal SphereLITTLE FISH
 
10 Leadership Tools
10 Leadership Tools10 Leadership Tools
10 Leadership ToolsLITTLE FISH
 
Formation : 6 Leviers du Succès
Formation : 6 Leviers du SuccèsFormation : 6 Leviers du Succès
Formation : 6 Leviers du SuccèsLITTLE FISH
 
Le secret d'une formation réussie
Le secret d'une formation réussieLe secret d'une formation réussie
Le secret d'une formation réussieLITTLE FISH
 
Career Conversation Toolkit
Career Conversation ToolkitCareer Conversation Toolkit
Career Conversation ToolkitLITTLE FISH
 
7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travailLITTLE FISH
 
Le Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au TravailLe Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au TravailLITTLE FISH
 
Management de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de FiabilisationManagement de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de FiabilisationLITTLE FISH
 
L'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tousL'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tousLITTLE FISH
 

Mehr von LITTLE FISH (20)

Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
Communication : Convaincre ou pas ? Parce que tout le monde n'est pas convain...
 
Communication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeurCommunication interne : Prévenir et gérer la rumeur
Communication interne : Prévenir et gérer la rumeur
 
7 Tools For a Positive Mindset
7 Tools For a Positive Mindset7 Tools For a Positive Mindset
7 Tools For a Positive Mindset
 
Les règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performanceLes règles qui fondent le professionnalisme et motivent la performance
Les règles qui fondent le professionnalisme et motivent la performance
 
S'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiquesS'approprier l'amélioration continue et l'intégrer à ses pratiques
S'approprier l'amélioration continue et l'intégrer à ses pratiques
 
How To Predict Performance on the Job ?
How To Predict Performance on the Job ?How To Predict Performance on the Job ?
How To Predict Performance on the Job ?
 
Happiness as a Cultivated Activity
Happiness as a Cultivated ActivityHappiness as a Cultivated Activity
Happiness as a Cultivated Activity
 
Les formes d'accompagnement professionnel
Les formes d'accompagnement professionnelLes formes d'accompagnement professionnel
Les formes d'accompagnement professionnel
 
3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel3 Dispositifs pour accompagner le développement professionnel
3 Dispositifs pour accompagner le développement professionnel
 
Amélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreurAmélioration de la performance : Réduire le risque d'erreur
Amélioration de la performance : Réduire le risque d'erreur
 
5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise5 Choses primordiales à apprendre des experts seniors de l'entreprise
5 Choses primordiales à apprendre des experts seniors de l'entreprise
 
Building Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal SphereBuilding Resilience in the Workplace and the Personal Sphere
Building Resilience in the Workplace and the Personal Sphere
 
10 Leadership Tools
10 Leadership Tools10 Leadership Tools
10 Leadership Tools
 
Formation : 6 Leviers du Succès
Formation : 6 Leviers du SuccèsFormation : 6 Leviers du Succès
Formation : 6 Leviers du Succès
 
Le secret d'une formation réussie
Le secret d'une formation réussieLe secret d'une formation réussie
Le secret d'une formation réussie
 
Career Conversation Toolkit
Career Conversation ToolkitCareer Conversation Toolkit
Career Conversation Toolkit
 
7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail7 Solutions pour renforcer le contrat travail
7 Solutions pour renforcer le contrat travail
 
Le Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au TravailLe Chemin de l'Excellence en Santé Sécurité au Travail
Le Chemin de l'Excellence en Santé Sécurité au Travail
 
Management de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de FiabilisationManagement de la Performance Humaine : Pratiques de Fiabilisation
Management de la Performance Humaine : Pratiques de Fiabilisation
 
L'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tousL'Amélioration Continue : une pratique qui profite à tous
L'Amélioration Continue : une pratique qui profite à tous
 

Kürzlich hochgeladen

A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingCIToolkit
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AIKye Andersson
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingCIToolkit
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...AgileNetwork
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenolgaz9
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentationgdscghrcem
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.azischin
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementCIToolkit
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksCIToolkit
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationCIToolkit
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioChristopher Totten
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanStefan Wolpers
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMGloria Chow
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersMahmoud Rabie
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process ImprovementCIToolkit
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsCIToolkit
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA StudentsManickam Gajapathy
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectCIToolkit
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsStephan Koning
 

Kürzlich hochgeladen (20)

A3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem SolvingA3 Thinking: A Structured Approach to Problem Solving
A3 Thinking: A Structured Approach to Problem Solving
 
Organizations in a Future with Generative AI
Organizations in a Future with Generative AIOrganizations in a Future with Generative AI
Organizations in a Future with Generative AI
 
Analyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value MappingAnalyzing and Monitoring Processes through Time Value Mapping
Analyzing and Monitoring Processes through Time Value Mapping
 
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
ANIn Coimbatore March 2024 | Agile & AI in Project Management by Dhilipkumar ...
 
Test_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteenTest_document_upload_SQL_minimum_fourteen
Test_document_upload_SQL_minimum_fourteen
 
Roadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint PresentationRoadway to GDSC- Session 1 Powerpoint Presentation
Roadway to GDSC- Session 1 Powerpoint Presentation
 
HR for Non HR_Learning and Development.
HR for Non HR_Learning  and Development.HR for Non HR_Learning  and Development.
HR for Non HR_Learning and Development.
 
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous ImprovementApplying the PDCA Cycle: A Blueprint for Continuous Improvement
Applying the PDCA Cycle: A Blueprint for Continuous Improvement
 
Improving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba WalksImproving Operations through Observation and Gemba Walks
Improving Operations through Observation and Gemba Walks
 
Value Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process OptimizationValue Stream Map: A Visual Approach to Process Optimization
Value Stream Map: A Visual Approach to Process Optimization
 
How the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the StudioHow the Heck do you Teach Level Design? Educating in the Studio
How the Heck do you Teach Level Design? Educating in the Studio
 
Tackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna RothmanTackling Fake Agility w/ Johanna Rothman
Tackling Fake Agility w/ Johanna Rothman
 
From Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EMFrom Command Line to Reporting Line: The Diary of a First-Time EM
From Command Line to Reporting Line: The Diary of a First-Time EM
 
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging LeadersEmpowering Resilience & Strategic Growth: Insights for Emerging Leaders
Empowering Resilience & Strategic Growth: Insights for Emerging Leaders
 
An Important Step Toward Process Improvement
An Important Step Toward Process ImprovementAn Important Step Toward Process Improvement
An Important Step Toward Process Improvement
 
Making Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity DiagramsMaking Sense of Multiple Ideas with Affinity Diagrams
Making Sense of Multiple Ideas with Affinity Diagrams
 
Performance Management Notes for MBA Students
Performance Management Notes for MBA StudentsPerformance Management Notes for MBA Students
Performance Management Notes for MBA Students
 
The Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and EffectThe Role of Fishbone Diagram in Analyzing Cause and Effect
The Role of Fishbone Diagram in Analyzing Cause and Effect
 
Capacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slidesCapacity2 - Briefing and Facilitation training slides
Capacity2 - Briefing and Facilitation training slides
 
Forget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outsForget Fiverr : Fractional Employment the ins and outs
Forget Fiverr : Fractional Employment the ins and outs
 

8 Critical capabilities for a complex world

  • 1. 8 CRITICAL CAPABILITIES8 CRITICAL CAPABILITIES FOR A COMPLEX WORLDFOR A COMPLEX WORLD
  • 2. LIVING IN ALIVING IN A VUCA WORLDVUCA WORLD
  • 3. A VUCA WORLD We are living in a VUCA world, an environment made of : VOLATILITY, UNCERTAINTY, COMPLEXITY, AMBIGUITY. How much do you know about the situation ? How well can you predict the results of your actions ? COMPLEXITY VOLATILITY AMBIGUITY UNCERTAINTY - + + The situation has many interconnected parts and variables.Some information is available or can be predicted, but the volume or nature of it can be overwhelming to process. The challenge is unexpected or unstable, and may be of unknown duration, but it's not necessarily hard to understand ; knowledge about it is often available. Causal relationships are completely unclear. No precedents exist ; you face ''unknown unknowns''. Despite a lack of other information, the event's basic cause and effect are known. Change is possible but not a given. Source : Harvard Business Review
  • 4. WHAT IS COMPLEXITY ? COMPLEXITY : Condition of having many diverse and autonomous but interrelated and interdependent components or parts linked through many (dense) interconnections. In the context of an organization, complexity is associated with : Source : Business Dictionary Organization's interrelationships with external environment Their effect on the organization Interrelationships of the individuals
  • 5. FROM SIMPLE TO COMPLEX STACEY MATRIX COMPLICATED COMPLICATED COMPLEX SIMPLE CERTAINTY AGREEMENT Amongst stakeholders CHAOS Source : Ralph D. Stacey, Strategic Management and Organizational Dynamics : The Challenge of Complexity. Prentice Hall, 2002.
  • 6. FROM SIMPLE TO COMPLEX CYNEFIN FRAMEWORK Source : Wikipedia Complex and chaotic, are "unordered": cause and effect can be deduced only with hindsight or not at all Simple (or obvious) and complicated, are "ordered": cause and effect are known or can be discovered. Cynefin offers five contexts or "domains" of decision-making. These domains offer managers a "sense of place" from which to analyse behaviour and decide how to act in similar situations.
  • 7. 8 CAPABILITIES8 CAPABILITIES TO MANAGETO MANAGE COMPLEXITYCOMPLEXITY
  • 8. 1 EMBRACE COMPLEXITY Means : Adopting the right tools and pratices, so as to keep solving problems and making decisions under fast-changing conditions. Keep an eye out for indicators of change ● Strategic watch ● Benchmarking ● Strategic tools (Pest, Pestel, Porter's 6 forces, SWOT). Build diverse teams to solve problems ● Ages, gender, seniority... ● Schools & experience... ● Avoid cloning. Consider organizations as complex systems ● Systems thinking ● Stacey Matrix ● Cynefin framework
  • 9. EMBRACE COMPLEXITY Context's characteristics The leader's job Danger signals Response to danger signals Source : Harvard Business Review
  • 10. 2 ACT STRATEGICALLY Means : Leading the organization into the future by adjusting strategies to capture emerging opportunities or tackle unexpected challenges. Understand competitive forces shaping your industry Identify and evaluate strategic opportunities Communicate a compelling strategic vision Follow through on execution
  • 11. 3 ACTIVATE SYSTEMS THINKING ALWAYS ZOOM OUT SO AS TO SEE THE “ BIG PICTURE “ (Holistic view, mindmapping habit) UNDERSTAND THAT THE MAP IS NOT THE TERRITORY (Consider underlying elements, root causes, motives and intentions...) FOCUS ON INTERCONNECTIONS (Between People / entity-environment / between sub-systems)
  • 12. 4 FOSTER INNOVATION Means : building reliable innovation processes, and a collaborative, creative environment. Why it matters : Importance of letting emerge the kind of ideas needed to drive growth. Establish the structures that best support innovation Cross-disciplinarity, intrapreneurship, partnerships, joint ventures... Encourage people to discover new ways to achieve success (Design thinking, etc.)Effectively manage systems & processes Fail management, allow initiative and calculated risk.
  • 13. 5 LEVERAGE NETWORKS Means : Systematically developing networks to achieve organizational goals. ● LEVERAGE NETWORKS TO GAIN INSIGHT INTO COMPLEX PROBLEMS. ● CREATE NETWORKS TO ENHANCE INFLUENCE. ● TREAT NETWORKS AS MUTUALLY REWARDING RELATIONSHIPS.
  • 14. 6 INSPIRE ENGAGEMENT Means : Fostering a culture that creates meaningful connections between employees' values and those of the organization.* * Only ~13% of employees worldwide are engaged at work, Gallup, State of the Global Workforce Survey. Understand individual employee's values and needs Shape work assignments to meet different needs and values Foster an inclusive work environment
  • 15. 7 CULTIVATE LEARNING AGILITY Means : Routinely seeking out new learning opportunities and systematically learning from new experiences. ● SEEK OUT OPPORTUNITIES TO DISCOVER NEW APPROACHES AND ACQUIRE NEW SKILLS. ● RAPIDLY ANALYZE PROBLEMS AND SYNTHESIZE INFORMATION. ● SEARCH FOR LESSONS IN BOTH SUCCESSFUL AND UNSUCCESSFUL OUTCOMES.
  • 16. 8 DEVELOP PERSONAL ADAPTABILITY Means : Remaining focused and effective in the face of uncertainty and ambiguity. Deal flexibly and creatively with challenging situations. Build Resilience by effectively managing stress, time, and energy. Adapt to change. Recognize that past approaches often do not work in current situations.
  • 17. ADAPTABILITY : THE NEED FOR COMBINING MANAGEMENT & LEADERSHIP EXCELLENCE Source : Kotter International
  • 18. THE ONLY SIMPLICITY TO BE TRUSTED IS THE SIMPLICITY TO BE FOUND ON THE FAR SIDE OF COMPLEXITY Alfred North Whitehead
  • 19. RESOURCES ● Harvard Business Publishing ● Harvard Business Review ● Business Dictionary.com ● Kotter International ● Leadership Tools (link).