Effective simplicity rotterdam

Eugen Oetringer

www.comdys.com eugen@comdys.com

From Crippling Bureaucracy and Overwhelming Complexity to Effective Simplicity

Van verlammende bureaucratie en overweldigende

complexiteit naar effectieve eenvoud

• E. Oetringer is lid van de werkgroep Complexiteit in projecten • de vandaag voorgestelde informatie maakt deel uit van het

onderzoek van de werkgroep

Stichting tot versterking van het vertrouwen in grote projecten in Nederland

www.denktankproject.nl

info@denktankproject.nl

Denktank Project NL

Agenda

• What caused today’s situation? How do we know what does not work?

• How do we know what works?

• How can we move from today’s situation to effective simplicity?

• How do we make it sustainable?

Complexiteit: Definition

Patterns

• Patterns – Are efficient where exact methods struggle

– Nothing wrong or right

– Not bad or good

– Things are as they are

A Common Challenge

≈ Complexity

“Bits and pieces”

Dependencies

Changes/dynamics

≈ Complexity

Complexity

Effort

Root Cause of Crippling Bureaucracy and Overwhelming Complexity

Complexity ≈ Number of “bits and pieces”+ number of direct and indirect dependencies + number of changes with the objects and dependencies involved

Critical ThresholdTM

Collapse $

Results

Bureaucracy

Complexity

Failure

Collapse

Applying Exact/Linear Techniques

Maximum affordable

The Root Cause:

Extensive use of exact/linear techniques

beyond the Critical Threshold

Route Cause of Solution Failure

People/ Psychology

Tool Specialist

Process Specialist Solution

Manager

Root Cause of Strategies/Standards and Compliance Failure

Organizations, People, Best Practices, Locations,

Methods, Processes

Common Needs

Strategies, Standards, Guidance

Challenges today

• Information overload

• Outdated information

• Cultural differences

• Lack of alignment with business needs

• Foreseeing all the possible situations that can occur

• 6 root causes/42 issues5

Needed

• Finding the for me relevant directives in just a few mouse clicks

• Trust!

Agenda

Complexity

Effort

What Works

Maximum affordable

Exact/linear Techniques

•The factory model

− Definitions

− Step-by-step processes

•Cause and effect

•Data

•Software

•Mathematics

Non-linear/open Techniques

•Experience

•Common business sense

•Non-linear/open processes

•Agile software development

•Guided self-organisation

− Rabo Unplugged

•Pattern identification

Client Focus, Integrity and Completeness

Common Characteristics

Characteristics

Good to Great (Jim

Collins)

The three Laws of Perfor-mance Gartner

Rabo Un-

plugged

Einstein, Newton,

Darwin, etc.

This Pro-

Solution Approach

Reduce the complex system to its fundamentals ()

Look for an all-inclusive theory ()

Use of patterns, common business sense ()

Completeness ()

Implementation

Low implementation efforts (no large change management, communication efforts, etc. )

Self-organization over restrictive means (command and control, etc.)

Build a culture of freedom and responsibility (J. Collins)

Build red flag mechanisms that turn information into information that cannot be ignored (Jim Collins)

Client focus/client vision

Use of patterns, common business sense, non-linear/open process for complex/dynamic challenges

Integrity/Being Complete: People and Systems

Lowest-effort/ highest impact functionality

Process Approaches

Exact/Linear Process Model

• Highly efficient when things are repeatable and clearly definable (assembly line, new passport, etc.)

• Documentation based

Non-Linear/Open Process Model

• Client-focused

• When things are challenging to define (service environments, etc.)

• Natural workflows, incentive driven (often €0)

Or a combination of the two

Methods, Processes

Needs Strategies, Standards, Guidance

Strategy/Standards Management and Compliance

Non-linear/open process approach

• Process approach worked well before (1980s, early 1990)

• A response: “Is this a process?”

Portal with 1,000 documents:

•Easy to find; part-time job to manage

Can’t find a document? Send email to community and wait 5 minutes

Document status • Latest version, lessons, etc.

The parts: proven in a complex environment (30.000 IT employees)

Example: The IT Strategy Management Process

Example I: “Bestrijding Aardappelziekte”

• Project Management through Self-Organization

• Being complete

• Highly successfull

Example II: The Brain

Dyslexia

Autism

Concentration problems

Learning difficulties

Question:

What would happen if open/non-linear techniques would be applied?

Dizziness

Depression

Headache/Migraine

Maximum

Health Budgets

Example II: Results

Patients Before Alternative Treatment

After Alternative Treatment

Dyslexia – the son

School for special education

Within three months: read his first book; regular education since

ADHD – the son Daily incidents (highly emotional reactions, etc.)

Only one incident in 5 years

Severe weekly headaches – the founder

Medication required (each time)

Longest period without medication: 9 months

Classic Autism

Dr. Jaap Brand

• Positive stimulation rather than training was the key to breakthrough

• “If I have been able to overcome Autism, it should also work for others”

Mental Matters can be of tremendous benefit •Asperger (or close)

– Einstein, Newton, Darwin, Henry Cavendish, Thomas Jefferson, Mendel, Tesla, Montgomery, Charles de Gaulle, Charles Lindbergh, etc. (Bron: “Genius Genes”, prof. Michael Fitzgerald)

•Asperger, Autism of ASD (Autism Spectrum Disorder) tendencies

– Hans Christian Andersen, Ludwig van Beethoven, Graham Bell, Edison, Henry Ford, Michelangelo, Mozart, Gorge Orwell, Andy Warhol, Ludwig Wittgenstein (bron: prof. M. Fitzgerald)

– http://autismparents.net/famous-people-with-autism/

– http://www.child-autism-parent-cafe.com/famous-people-with-autism.html

•ADHD

– Jochem Meijer (cabaretier, Bron: wikipedia)

– http://www.adult-child-add-adhd.com/categories/general/famous_people.php

•Dyslexia

– Leonardo Da Vinci, Edison, (Einstein), Churchill, Walt Disney, Whoopi Goldberg (bron: de GAVE van dyslexie, Ronald D. Davis)

– Tom Cruise, Richard Branson, Whoopi Goldberg, W. Hewlett (oprichter Hewlett Packard) Whoopi Goldberg (bron: http://www.beingdyslexic.co.uk/pages/information/dyslexia-inspiration/famous-dyslexics.php)

– Scott Quinnell (Welsh rugby legend): Can now read (source: http://www.bbc.co.uk/wales/health/sites/programmes/pages/quinnell.shtml)

Example II: Innovation Potential

Example II: Waiting to be explored

Scientifically Supported Treatments

Capacity Management Techniques from Engineering Disciplines

Alternative Treatments

Prof. Michael Fitzgerald

Prof. Manuel F. Casanova

Example II: An exceptional Opportunity

Benefits

• Drastic reduction of the suffering

• Drastic reduction of treatment cost

• Higher levels of education

• Substantial reduction of violence, crime and associated cost

Example II: One Treatment

Urgent survey need among patients/ parents (this and other treatments):

• What are the treatment results from their perspective?

Agenda

Step 1: “Get the right People on the Bus” (Jim Collins)4

In this case: System Thinkers

• Able to integrate

• Able to identify the lowest-effort/highest-impact interventions at system level

• Able to ensure completeness of solutions

• Client focused

Step 2: Understand the Traps

Jim Collins: “Create a Stop Doing List” 4

•The factory model

− Definitions

− Step-by-step processes

•Simplification

•Cause and effect approaches

•Wrong timing

•Proof of concept

•Traditional Best Practices/Methods

− Governance,

− Project Management,

− etc

•“Start small”

•Data

•Software tools

Step 3: Start from Lowest Effort/Highest Impact Functionality

• Stop doing what does NOT work!

• Education: “The Three Laws of Performance” – A new generation of Leadership Training

– Able to open people’s mind for the needed innovative thinking –within days–

– Enables Integrity • “Without integrity nothing works!”

• Deep coaching for key people – Not to be confused with business coaching

Step 3: Start from Lowest Effort/Highest Impact Functionality

(continued)

• Establish Ground Rules – How we work together

– Together with the employees – not dictated from above!

– Inclusive governance rules

• Establish the right balance between – Linear/exact thinkers and system thinkers

– Linear/exact techniques and non-linear/open techniques

By the way:

• Solutions can be amazingly simple and low cost

• Even making a complete sub-project obsolete!

• 50% to 65% of the human potential is unused (Herman Wijfels)

Agenda

Step 4: Focus on

Methods, Processes

Needs Strategies, Standards, Guidance

Step 5: Create Guided Self-OrganizationTM

Examples:

• Rabo Unplugged

• The IT Strategy Management Process

Guided Self-Organization

• As much guidance as needed

• As little as possible

Eugen Oetringer

www.comdys.com eugen@comdys.com

Thank You

References

1. Power to the edge, command and control in the information age. Davis S. Alberts, Richard E. Hayes, DoD Command and Control Research Program. 2003.

2. The new quotable Einstein. Alice Calaprice. Princeton University Press. Princeton and Oxford. 2005.

3. “Complexity and self-organization.” Francis Heylighen. In Bates & Maack, Eds. Prepared for the Encyclopedia of Library and Information Services, Taylor & Francis, 2008.

4. Good to great. Jim Collins. London, United Kingdom: Random House Business Books. 2001.

5. The IT strategy management process. E. Oetringer, Van Haren Publishing, Zaltbommel, 2004.

6. Genius genes – how Asperger talents changed the world. Michael Fitzgerald, Brendon O’Brien. Shawnee Mission, Kansas: Autism Asperger Publishing Company

7. Plezier beleven aan taaie vraagstukken. Hans Vermaak. Kluwer. Mei 2009. ISBN-13: 9789013063028

8. How the mighty fall. Jim Collins. London, United Kingdom: Random House Business Books. 2009.

9. Playing with complexity. Marcel Hertogh, Eddy Westerveld. Dissertation. 2010

10. “The future of health service provision”. E. Oetringer, M. Fitzgerald. M.d. Sterke. Irish Medical News. 17-May-2010.

11. “The three laws of Performance”. S. Saffron, D Logan. Jossey-Bass, Wiley Imprint. San Francisco.

12. Heeft Het Nieuwe Werken de toekomst? Harold Janssen, Jaap Peters, 16-Nov-2010, www.managementsite.nl

13 Herman Wijffels, energiedag MKB-krachtcentrale 2010

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