Download - Adaptive Management System Overview
2
ContentsContents
Overview of Adaptive Management Overview of Adaptive Management System Modules:System Modules:
– Enterprise Design SystemEnterprise Design System
– Commitment Management SystemCommitment Management System
3
Adaptive Management SystemAdaptive Management System-Background-Background
Technology support for commiment management coordination Technology support for commiment management coordination was envisioned by Stephan Haeckel in was envisioned by Stephan Haeckel in Adaptive Adaptive EnterpriseEnterprise:Creating and Leading Sense-and-Respond Organizations:Creating and Leading Sense-and-Respond Organizations
Why an Adaptive Management System ?Why an Adaptive Management System ?– In the Adaptive Enterprise, the Sense and Respond Organization In the Adaptive Enterprise, the Sense and Respond Organization
can not be managed in the Command and Control Hierarchical can not be managed in the Command and Control Hierarchical Model, and therefore needs an approach for effective Model, and therefore needs an approach for effective Coordination of CommitmentsCoordination of Commitments
A proof of concept version called Sense and Respond Support A proof of concept version called Sense and Respond Support System was developed in 1999 by David Ing and Joe Arteaga System was developed in 1999 by David Ing and Joe Arteaga
A full version of the system was then developed for client A full version of the system was then developed for client testing and led to the Adaptive management System which is testing and led to the Adaptive management System which is comprised of two modules to manage the context of the comprised of two modules to manage the context of the system as well as the coordination of the commitments:system as well as the coordination of the commitments:– Enterprise Design System(EDS)Enterprise Design System(EDS)– Commitment Management System(CMS)Commitment Management System(CMS)
4
The Adaptive Management System The Adaptive Management System supports the 3 key leadership supports the 3 key leadership accountabilities based on Adaptive accountabilities based on Adaptive Enterprise TenetsEnterprise Tenets
1. Creation and continuous adaptation of a 1. Creation and continuous adaptation of a viable organizational contextviable organizational context
2. Establishment of a commitment 2. Establishment of a commitment management system to coordinate the management system to coordinate the behavior of people in accountable rolesbehavior of people in accountable roles
3. Population of roles with the right people3. Population of roles with the right people
Stephan H. Stephan H. HaeckelHaeckel
5
Key Prescriptions
Reward based on risk and scope of outcomes
Technology for commitment coordination
Dynamic capability capacity
Capability dispatching
Clearly bounded
empowerment
Who owes what to whom
Purpose-down design
Encapsulated subsystems
Continuous renegotiation
Knowing earlier
Purposeful system design
Customer-back design
Strategy as structure
Adaptive Enterprise Tenets
6
The Adaptive Management System The Adaptive Management System addresses both the Context and addresses both the Context and Coordination components of the S&R Coordination components of the S&R Model. Model.
COORDINATIONCommitments
Sense &Respond
Model
CONTEXTPurpose and Bounds
Operational Signals
EXTERNALSIGNALS
ADAPTING
EDSEnterprise Design System
CMS - Commitment Management System
7
The roles in an Adaptive The roles in an Adaptive Management SystemManagement System
System Leader(RfB)
System Designers
System Monitor
Roles
Clients
8
Enterprise Design SystemEnterprise Design SystemCreating the Context:Creating the Context:
System designers [re]create System designers [re]create Organization Purpose and Organization Purpose and BoundsBounds– ConstituentsConstituents– Reason for Being Reason for Being – Governing PrinciplesGoverning Principles– Guiding PrinciplesGuiding Principles– Roles and AccountabilityRoles and Accountability– HLBD DiagramHLBD Diagram
System Leader Declares new System Leader Declares new context to People in Rolescontext to People in Roles
EDS allows EDS allows Management/memory of Management/memory of design versions and related design versions and related signalssignals
9
Commitment Management Commitment Management System OverviewSystem Overview
Commitment Protocol to support all four phases and Commitment Protocol to support all four phases and states define, negotiate, perform and assess states define, negotiate, perform and assess
Supports renegotiation through withdrawalSupports renegotiation through withdrawal Integrated with EDS Rfb, GP, HLBDIntegrated with EDS Rfb, GP, HLBD Personal Dashboard Personal Dashboard Commitment ReportsCommitment Reports Supports two types of commitmentsSupports two types of commitments
– To provide a capability – fill a roleTo provide a capability – fill a role– To provide a deliverableTo provide a deliverable
Captures emergent rolesCaptures emergent roles Supports external commitments with a non CMS partySupports external commitments with a non CMS party
10
The Commitment Management Protocol supports The Commitment Management Protocol supports the complex task of creating and coordinating the complex task of creating and coordinating specific customer-back value chains based on specific customer-back value chains based on the HLBDthe HLBD
Client
Role Types andAccountabilities
Dispatcher
14
BenefitsBenefits Reduce ambiguity Reduce ambiguity Propagation of RfB and Governing Propagation of RfB and Governing
PrinciplesPrinciples Role interactions are explicitly Role interactions are explicitly
documenteddocumented System design feedback signals are System design feedback signals are
capturedcaptured Raise authenticity, trustRaise authenticity, trust Increase speed of adaptationIncrease speed of adaptation Increase customer orientationIncrease customer orientation Move leadership to people in accountable Move leadership to people in accountable
rolesroles Allow emergence within the purpose and Allow emergence within the purpose and
bounds of the organizationbounds of the organization
15
To commit or not to To commit or not to commitcommit
Until one is committed, there is Until one is committed, there is hesitancy, the chance to draw back, hesitancy, the chance to draw back, always ineffectiveness.......always ineffectiveness.......
the moment one definitely commits the moment one definitely commits oneself, then Providence moves oneself, then Providence moves too.too.
GoetheGoethe
16
Commitments represent organization Commitments represent organization accountability and interaction accountability and interaction performance performance
Complex social dynamicsComplex social dynamics Heavily dependent on Heavily dependent on
Org. CultureOrg. Culture Level of Authority and Level of Authority and
Accountability Accountability Involves:Involves:
– OutcomesOutcomes– KnowledgeKnowledge– MeaningMeaning– Trust LevelsTrust Levels– EmpowermentEmpowerment– TeamworkTeamwork
17
Coordination of commitments helps Coordination of commitments helps govern sense and respond govern sense and respond organizationsorganizations
Commitments are made but not necessarily completed/delivered
Commitments are completed but not assessed by customer roles
Commitments are not renegotiated when the situation demands it
Clarity of outcomes is not there, making commitments hard to keep track of
Difficult conversations about lost/failed/not required commitments
18
Organization dynamics that detract Organization dynamics that detract from good commitment managementfrom good commitment management
Lack of Clarity in Context?Lack of Clarity in Context? Matrix organization?Matrix organization? Lack of Clarity in Goals, Roles, Lack of Clarity in Goals, Roles,
Processes?Processes? Lack of Trust between people?Lack of Trust between people? Over Capacity – ‘wearing too many hats’?Over Capacity – ‘wearing too many hats’? Inability to Prioritize?Inability to Prioritize? Micro Management?Micro Management? Changing priorities? Changing priorities? Organizational Politics?Organizational Politics? Limited ability to Negotiate Limited ability to Negotiate
Commitments – due to lack of power, Commitments – due to lack of power, lack of knowledge, limited negotiating lack of knowledge, limited negotiating skills?skills?
Lack of consequences re not following Lack of consequences re not following through on commitments?through on commitments?
19
People in a conversation commitment People in a conversation commitment may undergo or experience many states may undergo or experience many states or emotionsor emotions
Things which affect ability to [renegotiate
Authority or lack of Confusion on outcome Risk adversity level Motivation - ‘Get it
done’ desire Lack of Knowledge Fear for job
20
Commitment Management Commitment Management ProtocolProtocol
CUSTOMER ROLE DEFINE
SUPPLIER ROLE
REQUEST
PERFORM
AGREE REPORT
NEGOTIATE
ASSESS
ACCEPT
A commitment is a negotiated agreement between two people to produce (and accept if produced) a defined outcome in a way that satisfies a specified set of conditions
21
Negotiation of Commitments- Definition Negotiation of Commitments- Definition
Commitment: def:– An agreement between two roles to produce
(and accept if produced) a defined outcome that satisfies a specified set of conditions (Conditions of Satisfaction (COS)).
Types: Fill a Role, Produce a Deliverable Composed of:
– Outcome Statement– Customer and Supplier Conditions of
Satisfaction– Date(s)
22
Negotiation of Commitments- Negotiation of Commitments- characteristicscharacteristics
always has a customer and supplier each party has accountability:
– customer to accept deliverable– supplier to produce
authenticity -sincerity, clarity– say what you mean– mean what you say– know what mean
support withdrawal and renegotiation bilateral commitment and conditions of
satisfaction for assessment
23
A simplified view of the CMS processA simplified view of the CMS process
DRAFT
Proposal
ActiveCommitment
CompletedCommitment
Accepted
OPENING
NEGOTIATION
EXECUTION
ASSESSMENT
CLOSED
Save Draft & Close
Save & Notify Other Party
DRAFT
Withdraw
Counter
Agree
Withdrawn
Counter
Customer Marks
Complete
Supplier Marks
Complete
Mark Under Renegotiation
MarkAccepted
Mark Rejected
Rejected
Deadlocked
-Renegotiation fails before end date
24
Negotiating a Commitment between Negotiating a Commitment between two roles – e.g. a Parent and Teachertwo roles – e.g. a Parent and Teacher
Teacher
Parent
To provide children with quality education
25
Negotiating a Commitment between a Negotiating a Commitment between a Parent and Teacher with a COUNTERParent and Teacher with a COUNTER
Teacher
Parent
To provide quality Education
Counter COS:Will teach Math and English, but not Religion
COS:Math and Religion
26
Negotiating a Commitment between the Negotiating a Commitment between the Parent and Teacher- AGREEParent and Teacher- AGREE
Teacher
Parent
To provide quality Education
COS:Will agree to Math and English
31
Linking of Outcomes- Zoom in Linking of Outcomes- Zoom in
Commitments
State of commitment
Person A
Completed Commitment as supplier
Incomplete Commitment as supplier
Rejected Commitment as Customer
Active Commitment as Customer
Withdrawn
32
Linking of Linking of Outcomes- Outcomes- VisualizatioVisualizationn
CommitmentPerson in Role
ContainingConstituency
Prescribed Leadership 1
1.1
1.21.3
1.1.3
1.111.1.2
1.1.4
1.4.1
1.4
1.1.5
1.3.1.1
1.4.1.2
1.3.1
1.3.2
1.2.21.2.1
1.2.31.2.3.11.2.3.1.1
1.2.3.1.1.1
1.2.1.11.2.1.1 1.2.1.2
1.2.1.3
1.4.1.1
1.3.1.1.1
33
Linking of Outcomes View Subsystem Linking of Outcomes View Subsystem IntegrityIntegrity
State Status ColorPrescribed Leaderhip Purpleconversation Opening Brownconversation Negotiating Browncommitment active bluec active bluei caution yellowcc completed blueii incomplete yellowci caution yellowic caution yellowca active bluecr caution yellowcca active blueccr caution yellowccaa accepted greenccar caution yellowccrr rejected redWithdrawn Withdrawn black
PrescribedConversationComplete=cIncomplete=iAccepted=aRejected=rWithdrawnRenegotiated
34
Coupling of Outcomes View Coupling of Outcomes View 1. Prescribed Commitment (Leadership)1.1. Commitment to outcome for 1(active)
1.1.1. Commitment to outcome for 1.1(active)1.1.2. Commitment to outcome for 1.1(active)1.1.3. Commitment to outcome for 1.1(wdrew)1.1.4. Commitment to outcome for 1.1(ic)
1.1.4.1 Conversation for Commitment to Outcome 1.1.4(Negotiation)
1.1.5. Commitment to outcome for 1.1(ccar)
1.2. Commitment to outcome for 1(active)1.2.1. Commitment to outcome for 1.2(active)
1.2.1.1. Commitment to outcome for 1. 2.1(active)1.2.1.2. Commitment to outcome for 1.2.1(active)1.2.1.3. Commitment to outcome for 1.2.1(active)
1.2.2. Commitment to outcome for 1.2(ci)1.2.3. Commitment to outcome for 1.2(ic)
1.2.3.1. Commitment to outcome for 1. 2.3(ii)1.2.3.1.1. Commitment to outcome for 1.2.3.1(icr)
1.2.3.1.1.1. Commitment to outcome for 1.2.3.1.1ccrr)1.3. Commitment to outcome for 1(ic)
1.3.1. Commitment to outcome for 1.3(ii)1.3.1.1.Commitment to outcome for 1. 3.1(ccaa)
1.3.1.1.1 Renegotiated Commitment to outcome for 3.1 Supplier Onus(ccaa)1.3.2. Commitment to outcome for 1.3(ccaa)
1.4. Commitment to outcome for 1(ic)1.4.1. Commitment to outcome for 1.4(ccr)
1.4.1.1. Renegotiated Commitment to outcome for 1.4.1 Customer Onus(ccaa)1.5. Conversation for Commitment to Outcome 1.1.4(opening)
ContainingConstituency
Prescribed Leadership 1
1.1
1.21.3
1.1.3
1.111.1.2
1.1.4
1.4.1
1.4
1.1.5
1.3.1.1
1.4.1.2
1.3.1
1.3.2
1.2.21.2.1
1.2.31.2.3.11.2.3.1.1
1.2.3.1.1.1
1.2.1.11.2.1.11.2.1.2
1.2.1.3
1.4.1.1
1.3.1.1.1
Adaptive Management System Adaptive Management System DemoDemo
Enterprise Design SystemEnterprise Design System
Commitment Management Commitment Management SystemSystem
ReportsReports
36
Contact InformationContact Information
Joe ArteagaJoe Arteaga
Managing ConsultantManaging Consultant
BCS Strategy & Change ConsultingBCS Strategy & Change Consulting
Toronto, CanadaToronto, Canada
416.478.8175416.478.8175
[email protected]@ca.ibm.com