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The art and science of the possible

~ A celebration of non-zero sum thinking

The art and science of the possible

Category Archives: management

Management consultants as educators

24 Thursday Oct 2013

Posted by lnedelescu in business, consulting, management

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Amit Goswami, Best Practices, business, Clay Christensen, complexity, Consultants, Cybernetics, Dave Snowden, Distinctions, Educators, Gurus, management, management consulting, Management Thinkers, Methods, models, Peter Checkland, Peter Drucker, Recipes, Roger Martin, Russell Ackoff, Systems

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I have heard my share of reservations about management consultants. Many see business consulting as a shallow field devoid of real substance. As the old saying about no smoke without fire goes, there is likely good reason for the distrust of this modern profession. The great Russell Ackoff himself distinguished between two types of consultants: self-promoting gurus and educators.

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Common sense doesn’t discriminate between elites and the masses (thankfully!)

16 Wednesday Oct 2013

Posted by lnedelescu in business, capitalism, innovation, knowledge, management

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Common Sense, Knowledge, Quantity vs. Quality, wisdom

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One of Russell Ackoff’s corollaries which I intuitively subscribed to but had yet to put to the test was that knowledge is not necessarily synonymous to wisdom. This goes back to the essential argument that quantity of information crammed does not necessarily result in a qualitative leap in understanding. Today I got the opportunity to test the power of Ackoff’s insight in an environment long regarded as a beacon of knowledge: academia.

Sitting only yards away from a professor emeritus of management with a long list of academic accomplishments, I was dumbfounded to hear him lucidly argue that innovation is the biggest threat to mankind’s prosperity. He was referring to the 2007 financial meltdown but proceeded to generalize his argument outside of financial markets. His “solution”? Regulate innovation so we slow it down and ensure it doesn’t get ahead of our collective learning curve. Not even the most devout communist party leader would have dared proclaim something even close to this in the old USSR. Looking at the guy with a certain amount of compassion I realized that one can spend his or her life studying and yet manage to avoid common sense altogether. Now there is something encouraging and reassuring to this story: common sense doesn’t seem to discriminate between the elites and common folk. This is important because it means that wisdom of the crowds on which democracy depends is evenly bestowed on the population. I sincerely hope this gives those with titles, power and fame pause to think. We are in a serious global deficit of humility and the elites certainly seem to be the major driver!

When it comes to strategy, it’s ok to cut corners

16 Tuesday Jul 2013

Posted by lnedelescu in business, knowledge, management, science, society, strategy

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Decision Making, Heuristics, Human Systems, Humans, Implicit Knowledge, Life, problem solving, Science vs Art, Social Context, strategy

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Life is not a sanitized laboratory experiment. It’s rather a messy ebb and flow that makes scientific precision a futile pursuit. The scientific method has its rightful place in the universe, but human affairs are more artful than scientific.

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On why descriptive notions of leadership fall short

16 Tuesday Jul 2013

Posted by lnedelescu in business, management, Organizational Development

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Alignment, Consensus, convergence, democracy, Diversity, Experience, Leadership, mental models, Organizations, Thatcher, Totalitarian Regimes, Trust

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I don’t believe in descriptive instantiations of leadership – and even less so in prescriptive recipes. Paraphrasing Thatcher’s “being a leader is like being a lady”, describing what leadership is or how it can be enacted defeats the very purpose.

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Empowering true talent

03 Wednesday Jul 2013

Posted by lnedelescu in business, human capital, management, Organizational Development, Uncategorized

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business, Empower, Hints, human capital, management, Organizational Development, Talent, value, wisdom

talented

“Managing” true talent is a misnomer. Subjecting the truly inspired to rules is akin to plowing fields with Ferraries – yes it might just work, but it sure is stupid. Use the talented rather for creating the recipes around which the hoards of less inspired can be assembled and scaled. In the same vein, don’t compensate the truly talented by the hour or with a fixed income: you would in effect incentivize them to limit their imagination. Strategy and vision are holistic products, they cannot be bought or measured by the hour, and don’t bow to quantitative rewards.

So then how can you empower the talented? Here’s a few hints.

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On leadership

13 Thursday Jun 2013

Posted by lnedelescu in business, human capital, management, Organizational Development

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creative design, Leadership, Russell Ackoff, Sense Making, visioning, W. Arthur Brian

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We all like to think of ourselves as moderate, reasonable beings, but as a society are never too far from extreme viewpoints – call it the peer pressure effect or our desire to fit in. As an example, the collective view on leadership has swung completely from the authoritative, masculine figure exerting total control to the unobtrusive nurturer of talent. We made no pause along the way to ponder the possibility of exaggeration and overreaction. Dare say the leader still has a very real and involved role in the organization and you are likely to be black listed and deemed a heretic nowadays. Say the leader should politely evaporate, and the audience immediately erupts in applause.

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Passion: the best competitive strategy

06 Thursday Jun 2013

Posted by lnedelescu in business, human capital, management, Organizational Development, Uncategorized

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business, Emotions, Kennedy, Leadership, Love, Napoleon, Passion, War

Napoleon

Let me attempt a positive twist to Napoleon’s “all’s fair in love and war” as applied to the world of business. Let me first propose that Napoleon’s insightful correlation can be extended to business in the first place. Love, war and business all have in common the competitive side of human nature – for the sake of procreation in the first case, and for survival in the other two. In all cases things have a high likelihood of becoming (very) personal, and when things get personal emotions usually flare.

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Effective strategy in complex environments, or why a complex world requires abstract thinking

06 Thursday Jun 2013

Posted by lnedelescu in complexity, consulting, human capital, management, strategy, taxonomy

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Abductive Reasoning, abstract thinking, antifragility, Art, business schools, Categorization, complexity, Daniel Pink, Dave Snowden, hierarchy, integrative thinking, management consulting, Management Theory, mental models, Nassim Taleb, right brain thinking, Roger Martin, Sense Making, statistical analysis, strategy, weak-signals

dalisurreal

As I have recently argued, the world’s top strategists agree that strategy in complex, cause-and-effect blurred environments requires a unique mindset.

According to Snowden and others, in complex environments cause and effect relationships do not repeat and a categorization mindset where data is fit to preconceived notions about reality (i.e. models, frameworks, etc.) is ineffective. This by the way rules out most of the consultants who provide precisely this: prescription style, a-la-carte frameworks and models. What works are sense-making models (to understand the distinction between categorization and sense-making in the words of the world’s top strategists, see my related blog). Categorization models are fast and efficient, but may miss so called “weak signals”, comparatively insignificant data points that are simply part of the average in normal situations, but which can be the source of new emergent patterns in complex circumstances – fat tails and Black Swans respectively in Nassim Taleb parlance.

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Post-causality: a quiet global revolution in the making

05 Wednesday Jun 2013

Posted by lnedelescu in business, capitalism, complexity, consulting, democracy, future, human capital, innovation, knowledge, management, philosophy, problem solving, society, taxonomy, technology

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Big Data, business, Categorization, causality, Cause and Effect, complexity, creativity, Cynefin, Daniel Pink, Dave Snowden, Drucker, Drucker Forum, Emergence, future, Imagination, Innovation, Knowledge, management, Methods, models, Motivation, Peter Checkland, Resilience, Revolution, Roger Martin, Russell Ackoff, Safety, Sense Making, Social Systems, Society

http://p.soledadpenades.com

If one were to cut a global cross-section through social classes, nationalities, ethnicities, ages, professions, genders, and so forth, very few commonalities would emerge. And yet, there is I propose just such a common thread: a shared causality mindset, a globally predominant belief in the supremacy of cause and effect.

Since it is people who run our institutions, this belief continues to shape our modern society and even influence to a large extent the technological outcrops of our knowledge economy. From business strategy to macroeconomic models, and from political debates to Big Data, causality is pervasive and its implications profound.

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The essence of management in 20 minutes

29 Wednesday May 2013

Posted by lnedelescu in knowledge, management

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Ackoff, Aesthetics, Art, complexity, Decision Making, Development, Hamel, Leadership, management, Ontology, philosophy, Sense Making, Snowden, Society, Systems

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From Harvard Business Review articles on entrepreneurship, to New York Times bestsellers on leadership and innovation, to the top management consulting firms’ whitepapers on effective change and transformation, management knowledge is a labyrinth more daunting than the discipline itself. One could probably fill an entire career with sorting the knowledge available on management, with no guarantee that at the end one would master the discipline of management.

And so, is there a twenty minute read that would capture the essence of what Gary Hamel appropriately calls the “technology of human accomplishment”?

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