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During periods recession companies move away from innovation and expansion to: Stick to the knitting; back to basics; focus; look for low hanging fruit; downsize; cut the slack; cut costs and optimize everything. All of this puts C-Level managers under pressure and after a prolonged period leaves them ill equipped to make all the changes for recovery. At the same time; good people have left the company, and those that can have retired! Those remaining are wary of taking any risks, are neot generally innovators, and just want a safe and stable existence. Add to all this the migration to an unstable and chaotic world of networked people and things, and no wonder managers are tired, stressed and struggling. So what can they
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The ‘C Level’ManagementBalancing Act
Their tools and techniques are Dickensian ?
Peter Cochrane
cochrane.org.uk
COCHRANE a s s o c i a t e s
ca-global.org
Friday, 27 September 13
Why are managers and management systems so:
- Exhausted ?- Ineffective ?
- Insecure ?- Stressed ?- Unsure ?
...and a growing internal risk to
their companies ?
Friday, 27 September 13
- Stick to the knitting- Back to basics- Cut the slack- Cut costs- Optimise
During recessional times:
Don’t look up Quick wins Play safe Cut back Focus,Focus...
Friday, 27 September 13
The Casualties
Travel
Training Education R&D InnovationInvestment & Confidence
Friday, 27 September 13
Perhaps even worse...
Earlyretirement
seesscarceskills
sacrificed
Goodpeopleleave
Peopleplaysafefocus on
survival
Moralsufferspeoplebecome
downbeat
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But technology and change continued to a c c e l e r a t e . . .
Friday, 27 September 13
Innovation
A distant memory ?
Certainly a current necessity !
Friday, 27 September 13
The last 8 years
Text
BYOD
Clouds
Social Networks
StuxNet
3D Printing
GeneticProgramming
Smarts
Mobility
AITablets
Apps
Anonymity Nets
AR
FlkrTwitter
AL
Friday, 27 September 13
Even worse - the world got complex in the mathematical sense !!
Friday, 27 September 13
Connectivity, networking and the removal of delay have created a chaotic business, working and living environment...
Friday, 27 September 13
We are talking buttefly wings causing storms 1000km away...
Mathematical chaos with counter intuitive outcomes and unintended consequences
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The solution ?Detailed modelingAccurate dataWar Gaming
Artificial IntellingenceComputer SimulationMonte Carlo TrialsDecision TestingBig Data
Friday, 27 September 13
Simple
mangement
seldom
work
thinking
Models
premise
and are Dangerous
Achieveobjectives
Friday, 27 September 13
The solution ?Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resilianceIdentify, recruit, empower - innovators
Reduce focusand be holistic !
Friday, 27 September 13
The solution ?Initial Actions ?
Reduce efficiency - create some slackDiversify business - create some resilianceIdentify, recruit, empower - innovators
Reduce focus be holistic !
Look for threats
- Inside the company
- outside your sector
Friday, 27 September 13
Get on top of technology
Identify new opportunities
Do differently not just better
Don’t micro-manage
Macro-manage and lead
Empower & encourage
Buy into relevant techology
Subsume start up teams
Mix with the right people
Set up/buy a techno watch
Heel tap ideas/derectionFriday, 27 September 13
The implications of rapidly advancing technology
Everyone & everything is now connected/networking
The world is no longer slow and linear, it is fast and chaotic - ie highly non-linear
Excessive optimization leads to company collapse
Long term survival demands diversity
We have to move on from doing more with less to doing more differently
The Hot ThreeNano -TechBio-TechAI
- 3D Printing- Material Programing
Genome - Protein DecodePrinted Devices - mobilesSelf repair Integrated batteries Programmable colour Distributed mproduction Virtualisation
Friday, 27 September 13
DisruptionGenome - Protein Decode Printed Devices - mobiles Self repairing materials Integrated batteries Programmable colour Programmable form Distributed production Virtualisation
Friday, 27 September 13
Your Challenge Your biggest challengesTo move away from linear thinking & methods
Abandon Dickensian management methods
Subsume the culture of the young
Subsume the new technologies
Lead you organization into anuncertain future
To think the unthinkable and then take decisive action
Friday, 27 September 13
Thank you
ca-global.org
cochrane.org.uk
COCHRANE a s s o c i a t e s
Friday, 27 September 13
