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| Title: | Europe-Swas-Artificial-Intelligence |
|
| Moderator: | HERON::BUCHANAN |
|
| Created: | Fri Jun 03 1988 |
| Last Modified: | Thu Aug 04 1994 |
| Last Successful Update: | Fri Jun 06 1997 |
| Number of topics: | 442 |
| Total number of notes: | 1429 |
216.0. "5th Generation Management" by HERON::ROACH (TANSTAAFL !) Wed Aug 01 1990 10:34
Printed by: Pat Roach Document Number: 012389
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I N T E R O F F I C E M E M O R A N D U M
Date: 31-Jul-1990 02:38pm CET
From: Ed ORCIUCH @VBE
ORCIUCH.ED AT ALGOA1 at VALMTS at VBO
Dept: VB EAITG/MIS
Tel No: DTN: 828-5082
TO: See Below
Subject: 5th Generation Management
Distribution:
TO: LAURIE MADIER@VBE
TO: PAT ROACH@VBE
TO: ED ORCIUCH@VBE
TO: MALCOLM REID@VBE
TO: VANDEBRUG@AYOU04@MRGATE
TO: STEVE JONES@VBE
TO: JOE FITZGIBBON@VBE
TO: BURKHARD@YIPPEE@MRGATE
TO: WOGRIN@YIPPEE@MRGATE
TO: ~Remote Addressee~ ( GOULNIK@YIPPEE@MRGATE )
TO: ~Remote Addressee~ ( BLEY@YIPPEE@MRGATE )
TO: ~Remote Addressee~ ( ORCIUCH@YIPPEE@MRGATE )
TO: ~Remote Addressee~ ( BRANDT@YIPPEE@MRGATE )
TO: ~Remote Addressee~ ( SUTHERLAND@YIPPEE@MRGATE )
I N T E R O F F I C E M E M O R A N D U M
Date: 31-Jul-1990 02:02pm CET
From: John Livelie
LIVELIE.JOHN AT A1KIRKTN @SQF
Dept: CIM
Tel No: (7) 789 8103
TO: See Below
Subject: 5TH GENERATION MANAGEMENT
Well worth reading, excellent synopsis by Alex.
John
Distribution:
TO: ALI BASSIRPOUR @REO
TO: BOB HARTER @REO
TO: BRIAN WOODS @VBO
TO: COLIN MACKENZIE @KBO
TO: DAVE DUANE @NRO
TO: DES KEAVENEY @ILO
TO: ED ORCIUCH @VBE
TO: EUGENE ANSELL @REO
TO: GEORGE BLACKWOOD @AYO
TO: GEORGE HERMAN @AYO
TO: JIM MUIR @AYO
TO: JOHN KENNY @REO
TO: KEN ALLAN @AYO
TO: LIAM FERRIE @GAO
TO: John Livelie ( LIVELIE.JOHN AT A1KIRKTN @SQF )
TO: MANUS HARLEY @KLO
TO: MARTIN MCBRIDE @GAO
TO: MIKE MCNEILL @AYO
TO: MILLER DONALDSON @GEO
TO: NORBERT JORDA @KBO
TO: PAT PHELAN @ILO
TO: PETER COOK @RES
TO: ROBERT WATTS @GEO
TO: ANDREW TWEEDIE @AYO
TO: JOHN WESTON @AYO
TO: ARUN GAIROLA @PRL
TO: Neil Barrass @SQF ( BARRASS.NEIL AT A1KIRKTN @SQF )
TO: Alan Bell @SQF ( BELL.ALAN AT A1KIRKTN @SQF )
TO: Sandy Mackay. ( MACKAY.SANDY AT A1KIRKTN @SQF )
TO: Jerry O Dwyer ( ODWYER.JERRY AT A1KIRKTN @SQF )
TO: JPERRY@KURMA@VAXMAIL
TO: Allan Robertson @SQF ( ROBERTSON.ALLAN AT A1KIRKTN @SQF )
TO: Clifford Thring @SQF ( THRING.CLIFFORD AT A1KIRKTN @SQF )
TO: Gerry Smyth ( SMYTH.GERRY AT A1KIRKTN @SQF )
TO: Steven Lyall ( LYALL.STEVEN AT A1KIRKTN @SQF )
TO: Isobel Paton. ( PATON.ISOBEL AT A1KIRKTN @SQF )
I N T E R O F F I C E M E M O R A N D U M
Date: 30-Jul-1990 06:53pm CET
From: Alex MacDonald
MACDONALD.ALEX AT A1KIRKTN @SQF
Dept: CIM
Tel No: (7) 789 8392
TO: See Below
Subject: 5th Generation Management
There is now circulating within CIM a book which I
commend to all of those who are interested in
organisational design and the associated teambuilding
exercises now under way.
The book is "5th Generation Management", published by
Digital Press, and is an excellent (and easy) read.
If you want to know about rewarding activity in the
spaces, whilst avoiding group gropes and the knack of
being dead right at the wrong time, then this is the
book for you.
A summary is attached for those who want to know more.
Regards,
Alex.
Distribution:
TO: Anne Barr @SQF ( BARR.ANNE AT A1KIRKTN @SQF )
TO: Stuart Campbell ( CAMPBELL.STUART AT A1KIRKTN @SQF )
TO: Ken Chick ( CHICK.KEN AT A1KIRKTN @SQF )
TO: GILLIAN COYLE ( COYLE.GILLIAN AT A1KIRKTN @SQF )
TO: THOMAS CROOKSTON ( CROOKSTON.TOMMY AT A1KIRKTN @SQF )
TO: Angus Davie ( DAVIE.ANGUS AT A1KIRKTN @SQF )
TO: Tom Dunne. ( DUNNE.TOM AT A1KIRKTN @SQF )
TO: Ron Fox ( FOX.RON AT A1KIRKTN @SQF )
TO: Bill Gilpin ( GILPIN.BILL AT A1KIRKTN @SQF )
TO: James S Hamilton ( HAMILTON.JAMES AT A1KIRKTN @SQF )
TO: Mark Iannarelli ( IANNARELLI.MARK AT A1KIRKTN @SQF )
TO: Christine Jardine ( JARDINE.CHRISTINE AT A1KIRKTN @SQF )
TO: Brian Frederick Jones ( JONES.BRI AT A1KIRKTN @SQF )
TO: Arun Kamat ( KAMAT.ARUN AT A1KIRKTN @SQF )
TO: John Livelie ( LIVELIE.JOHN AT A1KIRKTN @SQF )
TO: Callum MacDonald ( MACDONALD.CALLUM AT A1KIRKTN @SQF )
TO: fiona mcouat ( MCOUAT.FIONA AT A1KIRKTN @SQF )
TO: Wendy Murphy ( MURPHY.WENDY AT A1KIRKTN @SQF )
TO: Gil Murray ( MURRAY.GIL AT A1KIRKTN @SQF )
TO: Stuart Potter ( POTTER.STUART AT A1KIRKTN @SQF )
TO: Mark Ramsay ( RAMSAY.MARK AT A1KIRKTN @SQF )
TO: Michael Remes ( REMES.MICHAEL AT A1KIRKTN @SQF )
TO: Mark J Robertson (Bobs) ( ROBERTSON.MARK AT A1KIRKTN @SQF )
TO: Catriona Sarkis ( SARKIS.CATRIONA AT A1KIRKTN @SQF )
TO: Louise Sharp ( SHARP.LOUISE AT A1KIRKTN @SQF )
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TO: FRANCES WATSON ( WATSON.FRANCES AT A1KIRKTN @SQF )
TO: Andrew Weatherhead ( WEATHERHEAD.ANDREW AT A1KIRKTN @SQF )
CC: Kathryn Pride ( PRIDE.KATHRYN AT A1KIRKTN @SQF )
CC: Lesley Bryce ( BRYCE.LESLEY AT A1KIRKTN @SQF )
CC: Robert Henderson ( HENDERSON.ROBERT AT A1KIRKTN @SQF )
CC: Norman Ross ( ROSS.NORMAN AT A1KIRKTN @SQF )
CC: ALAN BELL ( BELL.ALAN AT A1KIRKTN @SQF )
CC: LYNN REID @AYO
CC: ANNE MARIE PICKEN @AYO
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CC: BRIAN PATMAN @RKA
5th Generation Management
Integrating Enterprises Through Human Networking
Charles M. Savage
Digital Press 1990
part no. EY-C186E-DP
The author is an organisational consultant with Digital.
His book opens with an apocryphal tale about a company
whose CEO tears up the hierarchical organisation chart.
He does so not because the organisation is wrong, but
because its representation in black and white limits
people's perceptions. In particular, they become
territorial over what they should be doing, and with
whom they should be doing it. In its place there evolves
a set of circular representations which are functionally
oriented, and include representatives of customers,
suppliers and all other charterers.
The rest of the book is dedicated to organisational
considerations which support the idea of human
networking as a means of increasing efficiency and
responsiveness.
LINKAGE
Organisations now identify Critical Success Factors for
measuring performance. They should also identify
Critical Linkage Factors. In structural terms, they
should reward activity in the spaces between functional
boxes.
TEAMS
There should be a change from bureaucracy to ad-hocracy,
but it is critical that teams should be correctly
focussed. "Autonomous teams" suggests a disconnect
between the team's efforts and the life of the larger
organisation. They should be encouraged, but will be a
disruptive force unless their efforts are somehow shaped
by an agreed-upon context. Without an accountability
strategy it is easy for individuals and groups to get
bogged down in group gropes.
CREATIVITY
A productive environment will allow individual
creativity to be expressed. In the wrong environment,
individual creativity simply means allowing heroes to
emerge to put out the fires of inefficient operations.
AUTOMATION
Change has to be fundamental. Automating existing
organisations only makes the mess faster, not better.
The emerging organisation will be held togther by clear,
simple, common objectives and coordinated like a
symphony orchestra, but without a score. It will write
its own music as it goes.
BOXES
Organisational flattening treats the symptoms, but
people still assume that their box can be defended at
all costs. In many organisations, for example,
information has become currency, doled out to friends
and withheld from others.
REWARD
We need a compensation system that recognises not only
knowledge but vision and skill in focussing on and
responding to the themes of the market. Listening to the
market, however, is like listening to 10 or 12
orchestral pieces at once.
HIERARCHIES
The essential peer-to-peer networking does not eliminate
the hierarchy, but it does recast its role and function.
The transition from steep hierarchies to networking
enterprises need not involve moving or even eliminating
the boxes.
SHARING
To be successful we need to spend time getting to know
the human capabilities, experiences, knowledge and
values of the others in the enterprise. We need to
combine vision, knowledge, process and product in a
dialogue with ourselves and with others. In this
context, horizontal communication facilitates
serendipity.
DIALOGUE
The need for dialogue is nicely illustrated. When a
friend of the author joined Digital, he was told a
good-news / bad-news story. The good news was that he
had 120,000 people working for him. The bad news was
that they did not know it.
TIME
Most people know about the criticality of
time-to-market, but time-to-learning is also
critical. "The present" is typically perceived to be 12
seconds. Most people live in the past because the
present is too late. The real siphon of a company's
profits is not work-in-progress but
decisions-in-progress. A company cannot be successful
being dead right at the wrong time.
MOTIVATION
Downsizing and de-layering, by themselves, do not
release human creativity. With fewer hierarchical
layers, promotions come more slowly. What happens to
morale and motivation? A few key people can easily
torpedo a climate of trust and integrity without even
realising what they have done. Executives need to be as
accomplished at building up people and putting them in
touch with themselves and one another as they are in
tearing down walls and removing layers of management.
NORMS
In the new environment, management by question is much
more effective than management by command. As new norms
emerge we are able to see who has integrity and who
misuses information. We know who listens and who
strangles thought. We know who shares knowledge and who
hides behind a position of authority. We know who is
able to share leadership and who holds on to it.
SUMMARY
There are 10 essentials if the change is to be
successful:
The context must be readily visible to task-focussed
teams.
There must be functional centres of excellence.
There must be a technical networking infrastructure
which is flexible.
There must be a data integration strategy.
It must be possible to identify and track multiple-task
teams.
Everyone must develop skills in learning, relearning and
unlearning.
The group must develop norms, values, rewards and
measurements.
The teamwork of teams must be suported.
The knowledge base must be developed.
Teams should be extended to include their charterers.
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