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MENTAL MODELS AND
ORGANIZATIONS AMID
GROWING
COMPLEXITY
ILLUSTRATION BY PILAR COPETE ON FLICKR.COM
- Christiana Figueres, Executive Secretary of the United Nations Framework Convention on Climate Change -
PART1A:GrowingComplexity
.the premium puzzle
Based on articles and talks by Shoshana Zuboff, and Gary Hamel
EARLY CONSUMER...
PART1A:GrowingComplexity
I
http://www.180360720.no/?p=5227
We are living in the age of mass individualization. No
two people get the same Google sear...
PEOPLE ORGANIZE IN MULTIPLE
IMMEDIATE, DECENTRALIZED
NETWORKS. Lasting from seconds
to months or years. These networks
are...
PART1A:GrowingComplexity
III
DISTRIBUTED
CAPITALISM
PART1A:GrowingComplexity
link
III
discuss:
How does these concepts affect your work?
(pick the most important one):
- What the stakeholders find valuable cha...
«[organizations] get fixed on measuring their solution, not
the job they’re being hired to help solve..»
- Des Traynor, CEO...
THE RESPONSIBILITY OF ORGANIZATIONS
IN REGARDS TO PERSON, PROCESS, TECHNOLOGY, BEHAVIOR AND OUTCOME
29/365 - 2017
OUTCOMEP...
Over time organizations seem to forget their understanding of the market, their CVP. They become
prone to unconsciously ho...
PART2:UnderstandingCustomers’progressandcircumstance
discuss:
Are we organized to efficiently output our
services, or solve...
PART 3
PART3:Mutationofprocess
link
The old management model is a control mechanism subdividing talent into
compartments where top-management destroys their a...
.chessmaster
.gardener
PART6:Hardware
discuss:
Are we gardeners og chessmasters?
In pairs of two for three minutes:
«The measure of a
successful organization is its
ability to let its stakeholders
and talents liberate it.»
- Helge Tennø -...
Mental Models and Organizations Amid Growing Complexity
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Mental Models and Organizations Amid Growing Complexity

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How does an organizations relationship to its stakeholders change amid growing complexity? Why do we need to scrutinize if our mental models are from our own solutions looking out rather than from the stakeholders looking in? And what could we learn from and apply to the way we are organized?

Veröffentlicht in: Business
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Mental Models and Organizations Amid Growing Complexity

  1. 1. MENTAL MODELS AND ORGANIZATIONS AMID GROWING COMPLEXITY ILLUSTRATION BY PILAR COPETE ON FLICKR.COM
  2. 2. - Christiana Figueres, Executive Secretary of the United Nations Framework Convention on Climate Change -
  3. 3. PART1A:GrowingComplexity .the premium puzzle Based on articles and talks by Shoshana Zuboff, and Gary Hamel EARLY CONSUMERS PROPRIETARY CAPITALISM MASS CONSUMERS MANAGERIAL CAPITALISM NEW SOCIETY OF INDIVIDUALS DISTRIBUTED CAPITALISM ZONE OF INNOVATION 1890 2005 1915 2020 2050 ZONE OF INNOVATION MIGRATION PATH MIGRATION PATH ZONE OF MUTATION ZONE OF MUTATION ELECTRICITY INTERNET MOBILE BIG DATA IOT CLOUD + + COMBUSTION ENGINE Zero marginal cost Every century or so, fundamental changes in the nature of consumption create new demand patterns that existing organizations can’t meet. .growing complexity I
  4. 4. PART1A:GrowingComplexity I
  5. 5. http://www.180360720.no/?p=5227 We are living in the age of mass individualization. No two people get the same Google search result, see the same products on amazon.com, have the same Facebook feed or iTunes catalogue. Every smartphone is unique two minutes after its first boot.  We are living in an age where the new mega industries have all become personal services industries and the old incumbents are still struggling to put out a mass product at almost no margin or cost (e.g. digital news media, insurance, banks, bikes, cars, tooth picks etc.). PART1A:GrowingComplexity I
  6. 6. PEOPLE ORGANIZE IN MULTIPLE IMMEDIATE, DECENTRALIZED NETWORKS. Lasting from seconds to months or years. These networks are distributed, they don’t have a plan and only react when input hits them. Companies become the input variable. PART1A:GrowingComplexity II
  7. 7. PART1A:GrowingComplexity III DISTRIBUTED CAPITALISM
  8. 8. PART1A:GrowingComplexity link III
  9. 9. discuss: How does these concepts affect your work? (pick the most important one): - What the stakeholders find valuable changes - Uncertainty (Immediate Complex Networks) - Mutation Turn to the person(s) next to you and for the next 2 minutes PART1A:GrowingComplexity
  10. 10. «[organizations] get fixed on measuring their solution, not the job they’re being hired to help solve..» - Des Traynor, CEO Intercom - - https://blog.intercom.com/your-product-is-already-obsolete/ ONLY THE PARANOID SURVIVE PART 2 PART2A:Yourproductisalreadyobsolete
  11. 11. THE RESPONSIBILITY OF ORGANIZATIONS IN REGARDS TO PERSON, PROCESS, TECHNOLOGY, BEHAVIOR AND OUTCOME 29/365 - 2017 OUTCOMEPEOPLE
  12. 12. Over time organizations seem to forget their understanding of the market, their CVP. They become prone to unconsciously hold a very limited view of their future. Seeing the world from a technology, market or product perspective creates a very narrow frame of reference where new wealth opportunities are easily overlooked. ORGANIZATIONS DON’T DIE — THEY SUFFOCATE Operating in the market from the perspective of its Stakeholder Value Proposition Competition offering the same CVP is conciously let in as they are using different core technology or core business model Creating a market by understanding the customer’s progress, struggle and circumstance (customer value proposition) The original technology and processes end up becoming a commodity or infrastructure PART2A:Yourproductisalreadyobsolete
  13. 13. PART2:UnderstandingCustomers’progressandcircumstance discuss: Are we organized to efficiently output our services, or solve stakeholder problems? Are they the same? Turn to the person(s) next to you and for the next 2 minutes
  14. 14. PART 3
  15. 15. PART3:Mutationofprocess link
  16. 16. The old management model is a control mechanism subdividing talent into compartments where top-management destroys their ability to create value. Enabling organizations are driving information rapidly out to front-line self- organizing teams in order for them to operate autonomously and react instantly to changes in customer demand patterns. Employees given the opportunity to use their talent unleash massive wealth for the corporation.  Cases in point: Salesforce, Netflix, Patagonia, Zappos, Tesla, AirBNB, Morning Star, Etsy, Nest, Spotify, Valve, Google, Burtzorg, Haier, Gore Technologies, DSM, GE Health, Whole Foods, Zara, Telus, Uber, Amazon, Facebook, Apple PART3:Hardware
  17. 17. .chessmaster .gardener
  18. 18. PART6:Hardware discuss: Are we gardeners og chessmasters? In pairs of two for three minutes:
  19. 19. «The measure of a successful organization is its ability to let its stakeholders and talents liberate it.» - Helge Tennø - PART8:</endofdigital>PART3:Hardware

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