TCI 2014 Management 3.0 Agile cluster management

Management 3.0 Agile cluster management Klaus Haasis Cluster Labs

11 November 2014

management 3.0 agile cluster management –

how to be a creative networker

under uncertainty.

new approaches for cluster management

from effectuation, scrum, lean startup and more

KLAUS HAASIS - ask klaus! Innovation Coach & Counsellor

TCI Global Conference, Monterey, Mexico

10th November 2014

Photographer and Advertiser

Engineer and Journalist

Managing Director and Innovator

Person-centered Counsellor

Organizational and Human Resource Development

Hypnosystemic Coach

Online Trainer

Certified Scrum Master

Certified Effectuation Expert

management 3.0 agile cluster management – how to be a creative networker under uncertainty,

new approaches for cluster management.

+ adding uncertainty to strategy and planning + adding coaching approaches to cluster management + adding startup concepts to innovate in clusters

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Cluster Co-Creation Co-Working

Co-llaborationNew

Mental and Physical Spaces

TCI Cluster LabMonterey Mexico

11. November 2014

Klaus Haasis - ask klaus!Innovation Coach & Counsellor

2

NewPhysical Spaces

3

4

5

6

8

October 2014

9

10

NewMental Spaces

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Business Modell Generation (Alex Osterwalder)

Design Thinking (David Kelley)

IOS IntegratedOperating System (Ken Wilber)

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CLUSTER MANAGEMENT 3.0FROM the knowledge worker TO the creative networker

-> increase collision-> leverage surprise -> embrace diversity-> fail early-> copy with pride - share with delight-> everything is a remix

Coaching the Agile Enterprise: A Handbook for

Emerging Transformation Leaders, Change Artists and Benevolent Trouble-Makers

©2011-13 Michael K. Spayd

: Four Pathways to Grow a

More Agile Enterprise

AQAL – The Four Quadrants

I It

We Its

©2013 Michael K. Spayd

Subjective vs. Objective

Co

lle

cti

ve

vs. In

div

idu

al

AQAL – The Four Quadrants

I It

We Its

©2013 Michael K. Spayd

Subjective vs. Objective

Co

lle

cti

ve

vs. In

div

idu

al

The Integral Operating System

The Four Quadrants

Psychological Window

Behavioral Window

Cultural Window

Systems Window

The “I” Perspective

The “WE” Perspective

The “IT” Perspective

The “ITS” Perspective

adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd

EQ, leadership development,

personality profiles,

introspection, reflection, meditation,

solitude,

self-awareness

The “I” Perspective

Scientific method, metrics,

analysis, observation, financial

controls, statistics, quality

programs, productivity

measurement, financial targets,

product (singly) The “IT” Perspective

Corporate vision, mental

models analysis, stakeholder

consultation, diversity,

transformational change,

culture management

The “WE” Perspective

Systems thinking, portfolio

analysis, strategic planning, trend

forecasting, empirical

management systems,

lifecycle analysis

The “ITS” Perspective

The Integral Operating System

The Four Quadrants

Psychological Window

Behavioral Window

Cultural Window

Systems Window

The “I” Perspective

The “WE” Perspective

The “IT” Perspective

The “ITS” Perspective

adapted from Brett Thomas, AQAL Elements Applied to Leadership ©2013 Michael K. Spayd

EQ, leadership development,

personality profiles,

introspection, reflection, meditation,

solitude,

self-awareness

The “I” Perspective

Scientific method, metrics,

analysis, observation, financial

controls, statistics, quality

programs, productivity

measurement, financial targets,

product (singly) The “IT” Perspective

Corporate vision, mental

models analysis, stakeholder

consultation, diversity,

transformational change,

culture management

The “WE” Perspective

Systems thinking, portfolio

analysis, strategic planning, trend

forecasting, empirical

management systems,

lifecycle analysis

The “ITS” Perspective

What’s Your Preference?

? ?

? ?

©2013 Michael K. Spayd

Subjective vs. Objective

Co

lle

cti

ve

vs. In

div

idu

al

“I”

“WE”

“IT”

“ITS”

THE TURKEY ILLUSION

Uncertainty

Information

Goals

Complexity

Changedisruptive

negotiable

confusing

high

fixed

clear

low

controllable

Unc

erta

inty

Pro

filin

gRisk

EFFECTUATION PRINCIPLES

The future is not predictable. The future comes from what people do.Start form your given means.Don't assemble means after a goal is set.Invest what you can afford to lose.Don't target a return first and hope of profitability and growth. Build a network of self-selected stakeholdersand get stakeholder commitments.Embrace and Leverage surprises.

PURPOSE5

UNCERTAINTYRISK CERTAINTY

UNCERTAINTY PROFILE6

MEANS •BIRD IN HAND7

AFFORDABLE LOSS8

PARTNERSHIPS9

NEXT STEPS10

ITERATIONS 11

REFRAIMING12

klaus haasis mail@klaushaasis.de, mobile +491706313193 www.klaushaasis.dede.linkedin.com/in/klaushaasisde.linkedin.com/in/klaushaasis

INVITATION

TCI mentoring program

TCI INNOVATION COACHING

FOR CLUSTERS

Join and Register now!

de.linkedin.com/i

n/klaushaasis