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Transcript of Effective simplicity rotterdam
Eugen Oetringer
www.comdys.com [email protected]
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
28-Nov-2011 © Copyright 2011 by ComDyS, all rights reserved 2
Stichting tot versterking van het vertrouwen in grote projecten in Nederland
www.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?
28-Nov-2011 © Copyright 2011 by ComDyS, all rights reserved 3
Complexiteit: Definition
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Patterns
• Patterns – Are efficient where exact methods struggle
– Nothing wrong or right
– Not bad or good
– Things are as they are
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A Common Challenge
+
+
≈ Complexity
“Bits and pieces”
Dependencies
Changes/dynamics
+
+
≈ Complexity
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Complexity
Effort
Cost
© Copyright 2011 by, ComDyS, all rights reserved (partially based on a graph by EDS, an HP company)
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 $
Good
Results
Bureaucracy
Complexity
Failure
Collapse
Applying Exact/Linear Techniques
Maximum affordable
The Root Cause:
Extensive use of exact/linear techniques
beyond the Critical Threshold
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Route Cause of Solution Failure
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People/ Psychology
Tool Specialist
Process Specialist Solution
Need
Manager
Root Cause of Strategies/Standards and Compliance Failure
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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• Outdated information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
• 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?
28-Nov-2011 © Copyright 2011 by ComDyS, all rights reserved 10
d
Complexity
Effort
Cost
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
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Common Characteristics
Characteristics
Good to Great (Jim
Collins)
The three Laws of Perfor-mance Gartner
Rabo Un-
plugged
Einstein, Newton,
Darwin, etc.
This Pro-
posal
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. )
PPM:
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
() ()
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Integrity/Being Complete: People and Systems
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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
Start
End
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Organizations, People, Best Practices, Locations,
Methods, Processes
Needs Strategies, Standards, Guidance
Strategy/Standards Management and Compliance
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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
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Example II: The Brain
ADHD
Dyslexia
Autism
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Concentration problems
Learning difficulties
Etc.
Question:
What would happen if open/non-linear techniques would be applied?
Dizziness
Depression
Headache/Migraine
Maximum
Health Budgets
Example II: Results
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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)
20-apr-2011 © Copyright 2011 by On Mental Health stichting 19
Example II: Innovation Potential
Example II: Waiting to be explored
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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
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Example II: One Treatment
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Urgent survey need among patients/ parents (this and other treatments):
• What are the treatment results from their perspective?
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?
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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
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Step 2: Understand the Traps
Jim Collins: “Create a Stop Doing List” 4
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•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
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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
28-Nov-2011 © Copyright 2011 by ComDyS, all rights reserved 27
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
• 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?
28-Nov-2011 © Copyright 2011 by ComDyS, all rights reserved 28
Step 4: Focus on
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Organizations, People, Best Practices, Locations,
Methods, Processes
Needs Strategies, Standards, Guidance
Step 5: Create Guided Self-OrganizationTM
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Examples:
• Rabo Unplugged
• The IT Strategy Management Process
Guided Self-Organization
• As much guidance as needed
• As little as possible
References
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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