Management has failed

What's management?

The process of dealing with or controlling things or people.

For that management would require a plethora of tools and methods like organisational hierarchies or other structures, communication methods like meetings and reporting, rules and restraints like budgets and KPIs, measurement methods like double entry book keeping and the resulting financial reports.

Why management?

Assuming an organisation has a purpose, usually one to create value of some sort:

Then management's sole purpose is to ensure that the value creation flows goes in the right direction and that it's moving at the right pace, usually as fast as possible.

Thus, by itself, management creates no value. It's merely the current flow-moving method in use.

Status

Management methods are age old based on old technologies like quills and scrolls and sandal-leather.

2000 years ago the Roman army found that one boss for ten subordinates was the way to go, hence decurions and centurions. Now after 100 years of business schools and 40,000 business handbooks in print at any time that figure has not changed.

The most recent management "tool" is only 516 years old (double-entry book keeping) which made good use of the recent invention of books, hence double-entry.

The cost of management amounts to 2/3rd of a knowledge worker's time. And that for about 63% of the world's value-creation. Imagine a world where this waste could be eliminated!

ICT has failed too

When the first enterprise ICT solutions came to life more than 30 years ago nobody questioned the methods used to run organisations. Hence the software promptly proceeded to model a model, quckily adding complexity.

For more than 30 years enterprise software has focused on becoming very efficient single activity support tools without any, or very little, notion of the holistic flows from A to Z that value-creation is all about.

The ubiqutous solutions we use every day are vertical silos, in best case linked together with duct tape. That is myopic and highly limiting.

Now's the time for a radical break with the old approach and ICT architecture as we know it.

Here are some links to drill down further

Business transformation - where to focus?

In general, there are five parameters you can influence:

1. Sales growth

New products and/or services, growth fuelled by universal economic growth.

Status: Product development and innovation are all part of the daily efforts, so not much more to be squeezed out here. And the general economic growth does not look promising either.

2. Physical resources effectiveness

Outsourcing, procurement strategies, production process enhancement.

Status: Another not-so-new area of effort, marginal return on effort expected.

3. Blue collar (production worker) productivity

Outsourcing, production process enhancement, HCM programs (training, reorganisations).

Status: Yet another daily effort by the HCM department with declining returns on effort.

4. Financial effectiveness

Financial engineering.

Status: The daily tasks for the finance department, “hygienic“ as it is, a daily effort with minuscule results, still has to be done.

5. White collar (knowledge worker) productivity

Process innovation, remove non value creating “flow work”.

Status: This is the big but forgotten area of opportunity. Knowledge work happens mostly in non-linear, unpredictable processes/flows, a kind of process where about 63% of the world’s value creation happens. At the same time these kind of processes have only manual support - organisational hierarchies and management - that costs approximately 2/3rd of a knowledge worker’s time.

Conclusion: 1 to 4 can only yield marginal returns, if any. It’s in 5. the future lies, this is where your should focus today.

Thingamy offers practical help with # 5:

  1. Conceptual phase: 1 month, price TBD.
    1. Kickoff: Focus on radical new concepts and new opportunities.
    2. Analyse: On premise group and one-to-one meetings to map situation in the context of the underlying new concepts. To generate new ideas and prepare for any eventual solutions implementation. Focus on purpose, essential for any organisation who wants to be purpose driven.
    3. Delivery: A roadmap including specific findings, suggestions, advice, and mapping of potential returns.
  2. Practical phase (optional): Terms TBD.
    1. If A. above works out well, and if you want to proceed, Thingamy will then proceed to convert the findings into a working draft MVP solution for hands on testing and iterative co-development.
    2. Pilot using the developed MVP.
    3. Full implementation at minimal disturbance and risk.
    4. Solution delivered as a service.

Links to drill down further

See everything

It's all about process.

Context & purpose

Context: The circumstances that form the setting for an event, and in terms of which it can be fully understood and asessed. The base for any decision.

Purpose: The reason for which something is done or created or for which something exists. The base for any action.

Both requires that you can see the ongoing process. Preferably in real time.

Progress & direction

You cannot drive a car by reports, spreadsheets and meetings. You need raw and instant view of everything. The same principles should apply to driving an organisation.

Everything that happens; who did (and does) what when and how to what, as well as responsibilities and authority - all must be captured and fullly visible exactly when it happens. And the data must be unencumbered and unfiltered so you can trust what you see.

Comparing the current and the future organisation

Theme Classic Modern Notes
Guidance Rules Purpose Purpose drives, rules controls. It's leadership vs management.
Control Reports (delayed) Trust (transparency) Replace the concept of "control" with trust, which again equals transparency. When you see everything in real time you know if the flow is on the right track or not. And that should suffice as it's the only need for the owners of the strategy.
Leadership Manager Leader Leadership must be dynamic and dependent on context, knowledge, group dynamics and more.
Structural nodes Position Role Role is what responsibilities and abilities a person have and it's work related. Anyone can have multiple roles, that also changes all the time.
Authority Delegated Distributed Authority should be a result of ownership and hence responsibility and follows the work. Ditto for accountability. Totally dependent on ironclad handovers.
Process changes Reorgs Iterative changes to process framework. Today, changing a process is by changing the organisational structure. This makes innovation immensely difficult to attain.
Operations Control Support Turn the hierarchical pyramid upside down and the "top leadership" becomes the crucial support for those who actually does the job for the customer.
Visible struture Departments etc Circles / spontaneous groups Circles/groups of common interest, goal, or task. Dynamic and dependent on context.
Admin Manager control, central administration Self management, power to the edges Any type of administration from hiring and firing to setting salaries or changing jobs to purchases and travel expenses can be handled by those who knows best and are in need. Transparencey, per review and pressure will take care of the rest.
Flow framework Management / Organisational hierarchies Thingamy Automating management and administration, freeing resources, implementing all above.
Enterprise software Multiple vertical single activity supports Single horizontal and holistic process No more single actvity support tools patched together with duct tape. One system only.

What does self-organising require?


Selforganise 01

What does it do, what does it look like

It's different. It's horizontal. It's process based. It's holistic.

In short

It's a place to be, for your work life. Like Facebook is for your social life.

While other enterprise ICT solutions are mostly organising tools, manual "sorting tables", and single activity support, Thingamy delivers the complete process from A to Z. Goodbye keeping to-do lists, having to remember what next, looking for stuff, and following rules. Goodbye to doubt about who's responsible.

It's a place where tasks and projects appear, including all required information and tools. It's the place where you can act or react by initiating processes, even involving others. It's the place where you can see all that happens in real time, who did what and when, and who does what now. And it writes all reports for you.

In short, it frees you from administration, it gives you autonomy back, it let's you organise your work life, and it removes doubt and frustration.

Download a one-pager on "what 'is' Thingamy?" here.

More details

One single process based system that will make most current stand-alone single actvity support system superflous.

Your bespoke solution will be in the cloud, created for mobile and stationary devices, delivered as a service.

It delivers the right task to the right person at the right time, it captures all that happens in context, it writes reports automatically, it ensures ironclad handovers and full accountability.

It requires little or no training, it's what Maria Montessori suggested: Prepare the environmen, then withdraw and observe. Let your people find out themselves that the tool is better and easier than the current mish-mash of single activity vertical solutions taped together with duct tape. Then the old structure will crumble by itself and wasted time will be freed to create more value for your customer and your organisation. If the solution/service does not deliver, then stop using the service.

It can be "Selforganised-no-management-organisation", "Teal organisations" or "Holacracy" in-a-box. It can be the infrastructure for a nation-wide healthcare system. It can break down the barriers and make your customer and supplier a natural part of any internal team or project. It's the value creation flow framework for the future.

What's included

  • Radical ideas, assumption challenges, potential real innovation.
  • Initial factfinding and generation of innovation ideas in close collaboration with the user-customer, then creation of a working draft and iterative development until launch.
  • Delivery, support, upgrades, continuous bettering of the solution delivered in the cloud with apps for mobile devices.
  • Adding new features, major changes to processes, new services and any other implementation of user-customer ideas are at pre-agreed cost and time.

Some examples

  • Connected companies / virtual workplace: From idea to project and operations, including rudimentary accounting and all other normal aspects of running an organisation. Multitenant for private spheres (organisations) and collaboration between connected companies. Like Facebook or Linkedin with real action and processes.
  • Generic Selforganising-, no-management organisation-, Holacracy-in-a-box: Distribute admin and management to those in know; the people themselves. Power to the edges for a far more effective organisation and freeing of management time. A bonus is a restoration of autonomy, mastery, and purpose.
  • Patient- and work-flows for national healthcare: Follow the patient, ironclad handovers, automatic creation of EMRs and other reports, ERP and accounting functionality. All crisscrossing all healthcare providers from primary to secondary to therapists and more.
  • Citizen flow: Why limit the flow of citizens to healthcare when all social services are interlinked? This is an expansion of the above while focusing on the flow between services and less on the work within a service.
  • Projects: Running complex builds of, or refit, of large objects like ships. Including workflows, change management, invoicing and more.
  • International trade: From smallholder farmer through aggregators to buyers including microfinance, grants and documentary credits and escrows. All within a virtual banking system using virtual money. To make the trade more effective and lower the risk for all participants.
  • Next generation banking: A bank is an accounting system with a roof. A transaction, which is what a bank does, is a reflection and result of a trade of some sort. That is where the real risk lies, still the lender, the bank, has no real time view of the underlying risk. This is a twist to the international trade solution.
  • Government cross entity solution: Full virtual workplace for governments, cities and councils, work in organisations as they are today but allowing connection to other entities for simpler collaboration and better use of resources.

User interfaces

News Item 01

Flows with activities

Activities/processe/flows comes as a activity-timeline, click on one and you see the flow-timeline including who did what when, who's next to do what and real time in-flow in-context chat. Visible to all who's involved in the flow. Tasks appear in the timeline.

News Item 02

Laptop and desktop interfaces as well

Has two flexible columns side by side; one with activity timelines (flows including tasks, chats and object views), and one with the reports menu that includes "flow-starters" directly from objects in context (to initiate a sequence of activities).

News Item 03

Object views / reports are generated automatically

Starting a flow, an activity, is always from a report (green drop down list), in context - "do something" would always be with/for/to an object - an idea, a person, anything.

Note that layout is easy to change. These examples are just our own defaults, as simple as possible.

  • Team Member 9 Sig Rinde Founder Your contact