How to get out of Founder's trap
•Als PPTX, PDF herunterladen•
5 gefällt mir•1,727 views
Presentation at XXXIV Adizes Convention in June 2012 in Sankt Peterburg
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Ähnlich wie How to get out of Founder's trap
Ähnlich wie How to get out of Founder's trap (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
How to get out of Founder's trap
- 1. First client Young girl R ©Ichak Adizes, Ph.D. 1971-2012
- 2. ©Ichak Adizes, Ph.D. 1971-2012
- 3. Kongo Gumi Construction/Osaka, Japan Founded: 578 40th generation ©Ichak Adizes, Ph.D. 1971-2012
- 4. Masakazu Kongo Flexibility in selecting leaders Health, responsibility, talent for the job. Not always a son. Sons-in-law taking the family name 2007 ©Ichak Adizes, Ph.D. 1971-2012
- 5. Hoshi Ryokan Innkeeping/Komatsu, Japan Founded: 718 46th generation Hotel for 450 people in 100 rooms. Zengoro Hoshi is the current patriarch. ©Ichak Adizes, Ph.D. 1971-2012
- 6. Fabbrica D' Armi Pietro Beretta S.p.A. Firearms, 1526 Brescia Italy ©Ichak Adizes, Ph.D. 1971-2012
- 7. Kombinat im. Stepana Razina - 1795 Kamenskaja Paper-Board Mill - 1799 ©Ichak Adizes, Ph.D. 1971-2012
- 8. FLEXIBILITY CONTROLLABILITY HIGH LOW PRIME DEVELOPING AGING ©Ichak Adizes, Ph.D. 1971-2012
- 9. ©Ichak Adizes, Ph.D. 1971-2012
- 10. Go-go Founder Trap growing aging ©Ichak Adizes, Ph.D. 1971-2012
- 11. Go-go Phase Problems Normal Problems 8 companies See endless opportunities A messy organization chart. Organized around people, not functions. Flexible direction Centralized leadership delegating tasks but not responsibility Lots of drive Too many priorities Equate more sales with success ©Ichak Adizes, Ph.D. 1971-2012
- 12. Go-go Phase Problems Abnormal Problems Arrogance No responsibilities assigned No reaction to change in direction No decision-making outside the leader or core group Decisions are reversed by the leader ©Ichak Adizes, Ph.D. 1971-2012
- 13. Mergers and acquisitions Stable Prime Aristocracy Adolescence Early Bureaucracy Go-go Infancy Bureaucracy Courtship Death growing aging ©Ichak Adizes, Ph.D. 1971-2012
- 14. Their solutions "Where did IIdeal IS loser?" find this "He is good, executive director Ideal but for a son-in-law." “Everyone wants to be Cary fishing, "He is good, but to take him Grant. Evena want to be Cary Grant” to put I worm on a fishing hook." Cary Grant. ©Ichak Adizes, Ph.D. 1971-2012
- 15. What they say I throw away to them, they cannot even see not to mention to catch They slowly adapt to sudden changes of organizational structure When I wake up at 2am I do not have anybody to call ©Ichak Adizes, Ph.D. 1971-2012
- 16. What they get I do not talk on profit but to stay normal, otherwise I do not nee profit This is not just your toy, 1000 families depend on it and earn their living in it ©Ichak Adizes, Ph.D. 1971-2012
- 17. Strategy Structure Style Staffing Plans & Goals Rewards ©Ichak Adizes, Ph.D. 1971-2012
- 18. Strategy From market share to profitability Focus on core capabilities Identify what not to do State values Opportunity driven Go-go Founder’s Trap ©Ichak Adizes, Ph.D. 1971-2012
- 19. Structure Build accountability Create borders between the founder and the company Structure around assignments and not people Teach to play positions Go-go Build a Board with outsiders Founder’s Trap Avoid small companies Build profit centers ©Ichak Adizes, Ph.D. 1971-2012
- 20. Short run Short run Short run Long run Short run Short run Sales R&D Strategic Finance Personal Marketing Production planning Accounting HRD ©Ichak Adizes, Ph.D. 1971-2012
- 21. General manager An organization shouldMarketing Finance HRD Administration PC Director R&D be structured Long run by a genius, so that any idiot can run it. Accounting Personal Sales Production Rather then strcutred by an idiot – Short run Short run so just a genius can run it. ©Ichak Adizes, Ph.D. 1971-2012
- 22. Style Mutual trust and respect by example Build a complimentary team of P&A Avoid the trap of “I am the Company” Differentiate between personal and corporation Delegation without abdication Go-go Founder’s Trap ©Ichak Adizes, Ph.D. 1971-2012
- 23. Staffing Promote from within Build A’s Identify a COO Professionalize the processes of management Go-go Founder’s Trap ©Ichak Adizes, Ph.D. 1971-2012
- 24. Planning & Goals Market share with minimum levels of profitability Develop policies, procedures, standards Go-go Founder’s Trap ©Ichak Adizes, Ph.D. 1971-2012
- 25. Rewards Fixed, variable Go-go Founder’s Trap ©Ichak Adizes, Ph.D. 1971-2012
- 26. XYZ Marketing (Development) HRD Finance Projects Servis & Purchasing Objects Trade mainteinance Support Warehouse Objects 1 (Sales) (Sales) (Sales) Accounting Objects 2 (Inventory) (Inventory) (Inventory) IT Transport Preparation Quality Obects 3 assurance Projecting (Montage) Administration Sales (Inventory) Workshop 1 Workshop 2 (Planing) ©Ichak Adizes, Ph.D. 1971-2012
- 27. PROFIT MISSION STRUCTURE TRACKINGREWARDS SYSTEM ACCOUNTABILITY ©Ichak Adizes, Ph.D. 1971-2012
- 28. Goal Can Reward Goal Reward Can Reward Goal Can ©Ichak Adizes, Ph.D. 1971-2012
- 29. How not to getting old? (P A E i) (P A E i) (P A E i) ©Ichak Adizes, Ph.D. 1971-2012
- 30. E E AAA EEE Decentralization AAAAA AAAAA AAAAAAA AAAAAAA PPPPPPPPP PPPPPPPPPP ©Ichak Adizes, Ph.D. 1971-2012
- 31. ORGANIZATIONAL FAMILY President of the Group Infancy Aristocracy Prime Adolescence Go-go Uniformity will lead to Bureaucracy ©Ichak Adizes, Ph.D. 1971-2012