The document discusses the future of work and how to create truly agile, high-performing organizations. It argues that organizations need to move from mechanistic, efficiency-oriented models to systemic, market-driven models where work is done outside-in and through decentralized, complexity-robust structures. The current industrial age model of dividing functions and centralizing control is outdated for the knowledge age. Organizations must start "working the work" rather than "working the people" by flipping their systems rather than blaming individuals. The radically decentralized "peach" model of organizing is a necessity, not an option, for organizations in every industry.

1. Agile Maine Day
Portland, 05.04.2018
@NielsPflaeging @Complexitools
#AgileMaineDay
Future of work, leadership and value creation: How to create
the truly agile, complexity-robust, high-performance organization.
Everywhere. Sooner than you think

3. Top
Bottom

12. Process Project

13. Top
Bottom

14. Outside
Inside

15. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking

16. Theory X Theory Y

17. Theory X
Attitude
Leadership
Responsibility
Creativity
Motivation
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 around rules

18. Theory X Theory Y
Attitude
Leadership
Responsibility
Creativity
Motivation
People need to work and want
to take an interest in it.
Under right conditions, they enjoy it
People dislike work,
find it boring,
and will avoid it if they can
People will direct themselves
towards a target that they accept
People will under the right conditions seek
and accept responsibility,
Under the right conditions, people are motivated
by the desire to fulfill their own potential
Creativity and ingenuity are widely distributed
and grossly underused
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 around rules

21. as

22. Top
Bottom

23. Relationship
Individual

24. Outside
Inside

25. Informal Structure
Power: Influence
Value Creation Structure
Power: Reputation
Formal Structure
Power: Hierarchy

26. Informal Structure
Power: Influence
Value Creation Structure
Power: Reputation
Formal Structure
Power: Hierarchy

27. Culture

28. Informal Structure
Power: Influence
Value Creation Structure
Power: Reputation
Formal Structure
Power: Hierarchy

29. Your people are not the problem.
Your system is.
Systems drive behavior.
Not the other way ´round.
We have to stop working
the people, and start working, or flipping
organizational models, or systems.
The radically decentralized “peach“
model of organizing is not a f*@king option.
It is a necessity.

30. Industry
Retail
Services
Governmental/
NGOs
It is possible

31. 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

32. Knowledge Age
Systemisch, lebendig
Systemic, alive, market-driven
Functionally integrated, team-based
Work the work!
Outside-in, led, socially dense
With-each-other-for-each-other
Decentralized, complexity-robust
Industrial Age
Mechanistic, dead, steering
Functionally divided, individualizing
Work the people!
Top-down, managed
In parallel, in line
Centralized, efficiency-oriented, stability-seeking

33. Today
Then
Now
New
Now
New
Now
New

34. Now
New
Now
New
Now
New

35. Agile Maine Day
Portland, 05.04.2018
@NielsPflaeging @Complexitools
#AgileMaineDay
Future of work, leadership and value creation: How to create
the truly agile, complexity-robust, high-performance organization.
Everywhere. Sooner than you think