00:07
Managers' framework conditions will continue
to alter.
00:10
I believe you are aware of this.
00:13
Managers will evolve in a world that some
refer to as a VUCA world, or a volatile,
unpredictable, complex, and ambiguous
environment.
00:26
You're an operator, you have to improve
day-to-day operations while also being
imaginative, creative, and developing new
talents.
00:37
You must be ambidextrous in certain aspects,
which means you must supply existing, old
things in good quality while also giving
fresh inspiration and learning new things,
which is one task.
00:49
We are becoming more involved in these
networks.
00:52
Agility necessitates that we communicate and
lead differently.
00:58
International communication is taking place,
not only in various languages but also in
distinct cultures.
01:04
People have diverse reactions to this.
01:07
Then there are the traditional, modern, and
post-modern employees, all of whom must be
balanced in some way.
01:16
As you can see, the framework conditions are
shifting, and the question now is how we will
deal with this. Do all managers and
executives experience burnout after three
years, or can new approaches be found?
Can we delegate responsibility, and can the
term "manager" be redefined?
The New Leadership Canvas, derived from the
Business Model Canvas, is one option for
rethinking the terms manager and management
culture.
01:47
We can think about this in a playful way,
reflect, be creative, dig deep, examine the
status quo, and project into the future.
01:56
I recommend that you spend 5 minutes playing
around with this model; I won't go into depth
because you can do that yourself.
02:08
Nonetheless, consider what your challenges
as a manager are, your leadership style, and
your leadership network.
02:18
What is it about my personality that allows
others to follow me?
What am I particularly skilled at?
You can also define KPIs and watch where
they will take you.
02:30
As I previously stated, 5 minutes might
provide you with a fresh definition of both
phrases. Another way would be to examine the
organization and have a better understanding
of these words. Frederic Laloux claimed in
his book "Reinventing Organizations" that
classic forms of organization will gradually
evolve into a holistic, evolutionary
worldview. That sounds quite cruel.
03:01
We shall now discuss what this entails in
detail.
03:04
It all comes down to self-management.
03:07
That means authority is distributed and the
intelligence of the many outweighs the
intelligence of the individual.
03:15
That is, decisions are taken in specific
areas where problems have recently happened.
03:21
The second point to consider is
completeness.
03:23
It all comes down to the individual.
03:26
Every morning, many people in traditional
organizations put on a mask, the social mask;
they perform a role and are not themselves.
03:35
According to Laloux, under this new kind of
organization, people can and must be
themselves. The third point is that of
evolution.
03:47
It is about the fact that the organization's
members do not plan or look ahead, but rather
develop in a natural, evolutionary manner.
03:58
You listen to the market, what does it all
mean now?
We'll try to make this more obvious today.
04:06
Let's look at an example now.
04:10
Perhaps you've heard of the company
Buurtzorg.
04:13
It has a Dutch accent.
04:15
Because they are from the Netherlands.
04:18
Buurtzorg is a caregiver, and the
translation is community support.
04:24
According to the account, a person from the
Netherlands was dissatisfied with the care
system and rethought the concept of care.
04:33
They had self-organized, collectively
intelligent teams that were not managed from
the top down, such as you need to be here in
five minutes and you only have three minutes
for this patient. Instead, they delegated
management to the teams, who subsequently
cared for the patients.
04:52
They devised notions for how to support one
another with neighbors and relatives, and the
entire care system in the Netherlands is now
based on the Buurtzorg model, which is the
new standard. Self-organized teams, complete
autonomy, new allies, family, coworkers, and
neighbors are all being incorporated,
fundamentally redefining care.
05:21
This is the technique to which Frederic
Laloux refers in his integrated evolutionary
worldview; the big question is, how do you
modify a system?
We have four principles on how we can
establish new items in the organization.
05:37
Four ideas, and I'd want to start with a
department.
05:45
A department inside an organization is
responsible for business development, human
resources, and so on, and work and
leadership are handled differently within
this department. They are attempting a novel
technique.
05:59
Another possibility is that you say, "We
create a system in addition to the system, so
they have nothing in common." Buurtzorg, for
example, had a care system in addition to
Buurtzorg in the Netherlands.
06:12
The same thing can be done in corporations
that buy a startup, develop a startup, or
outsource a department into its own company
such that they have nothing in common.
06:21
A third technique is to disperse an idea
throughout the organization, creating small
hubs, not individual departments, but
individual players who continue to embody
this culture. The final and most difficult
version is the total overnight transition.
06:42
Everything is being done from scratch.
06:44
This is pretty simple for small businesses,
but there are examples of larger businesses
where we made this change in a reasonably
short period of time.
06:56
That means there are various options.
06:59
I'm not sure which option is better for your
company or organization.
07:03
You most likely don't know either.
07:06
What I do know is that if you want to
progress a topic, you need help from within
your organization, as well as networks.
07:15
You require management and an executive
board.
07:19
I am convinced that this can work if you
have a lot of energy and stamina, and I hope
you are as well.