This document discusses why management is becoming dispensable and how organizations will become more agile and decentralized. It argues that under the right conditions, people enjoy and are motivated by work, seek responsibility, and have creativity that is underused. Traditional hierarchical management structures are described as mechanical and dividing work from thinking. Alternative structures are proposed that integrate thinking and doing, are alive, and work with an outside-in perspective. The document advocates reinventing work for the current century by establishing principles like freedom to act, responsibility through connected cells rather than departments, leadership instead of management, and purpose-driven resource usage over status-oriented practices.

1. Bye-bye Management!
Why Management is dispensable.
How our organizations will become agile, radically decentralized,
and networked. Sooner than you think.
Agile Tour Lithuania 2013 - Vilnius
Niels Pfläging @NielsPflaeging nielspflaeging.com
betacodex.org

2. Quiz.
Trust
Culture
Innovation
Customer Satisfaction
Earnings
Success
Love
Quality
Cost
Products
Engagement
Leadership
Risk
Compliance

3. Do we really understand the challenge?

8. Management: *1911

10. Thinking
Doing

11. Thinkers (Managers)
Doers (Workers)

15. Theory X Theory Y
Attitude
Direction
Responsibility
Creativity
Motivation
People need to work and want to take an interest
in it. Under right conditions, they enjoy it
People will direct themselves
towards a target that they accept
People will seek and accept responsibility,
under the right conditions
Under the right conditions, people are motivated
by the desire to realize their own potential
Creativity and ingenuity are widely distributed
and grossly underused
People dislike work,
find it boring, and will avoid it if they can
People must be forced or bribed
to make the right effort
People would rather be directed than accept
responsibility, (which they avoid)
People are motivated mainly by money
and fears about their job security
Most people have little creativity - except
when it comes to getting round rules

18. Structure 1

19. Structure 2

20.
Thinking
& Doing
Thinking
& Doing
Structure 3

21. Structure 3
with more
detail

22. 1 Formal Structure
2 Informal Structure
3 Value Creation Structure

23. Alive
Systemic
Integrated/integrating
Work the work
Outside-In
Led
Dead
Mechanical
Divided, individualizing
Work the people
Top-down
Managed

24. Vortrag: Niels Pfläging
24
”Meritocracy“
Horários de desconfiança
Control of work hours
Job Descriptions
Competencies Management
Incentives
Individual targets
Performance Appraisal/360°
Salary ranges
Training budgets
Personnel Development
Org charts
Target negotiation
Holiday applications
”Personnel Expenses“
Suggestion boxes
Assessment Centers
Knowledge Management
Pay for Performance
Paid extra hours
Bonuses
Quotas
Dress codes
Job titles
HR

26. Management: *1911, ✝ca. 1970

35. Industry
Retail
Services
Governments
& NGOs
It is possible

36. We have a choice.

37. Pioneering
phase
Differentiation
phase
Integration
phase

44. Beta
Alpha
Fixed, individual targets
Management by Objectives
Budgets and Plans
Performance Appraisal
Hierarchical Pressure
Pay by Position and/or Performance
Incentives and Bonuses
…
Transparency & Improvement
Comparisons between peers
Comparisons with previous periods
Dialog and Dissent
Social and group pressure
Pay by market value
Results Sharing
…
Alpha

45. Law Beta Alpha
§1 Freedom to act Connectedness not Dependency
§2 Responsibility Cells not Departments
§3 Governance Leadership not Management
§4 Performance climate Result culture not Duty fulfillment
§5 Success Fit not Maximization
§6 Transparency Intelligence flow not Power accumulation
§7 Orientation Relative Targets not Top-down prescription
§8 Recognition Sharing not Incentives
§9 Mental presence Preparedness not Planning
§10 Decision-making Consequence not Bureaucracy
§11 Resource usage Purpose-driven not Status-oriented
§12 Coordination Market dynamics not Commands

46. How about reinventing work entirely –
for this century?
@NielsPflaeging
nielspflaeging.com
betacodex.org
Slides: on SlideShare
Free white papers: Also. Many.