Management innovation roadmap: What the new manager 3.0 has to do in order to enable employees to do their best and to be fully engaged

154 Pages·2015·5.466 MB·English

by  Vittorio D'Amato

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Management and leadership, as we know them have come to an end. We can’t wait any a
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longer, most organizations use management models at least 50 years old and no longer
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suited to the new challenges. Reinventing management and leadership is crucial, as the m
competitive advantage is not achieved only with a good business model but also with a e
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valid management model. A business model without a management model is pure t

theory, as well as a model of management without a business model is losing. The book in
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after having faced and declined the difference between business model and management
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model proposes a new management model (management 3.0) and what the new mana- v
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ger 3.0 has TO DO in order to enable employees to do their best and to be fully enga- t
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innovation roadmap
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What the new manager 3.0 has to do
in order to enable employees
to do their best and to be fully engaged
Vittorio D’Amato is professor of leadership & management and director of
CeRCA - research centre on change & organisational learning at LIUC -
Università Cattaneo. He is the founder and president of AIADS- italian
association of system dynamic analysis. He is considered one of the foremost
experts on the issues of leadership, management, business acceleration,
organizational learning, systems thinking and change management.
Preface by
V Julian Birkinshaw
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€ 20,00 www.egeaonline.it biblioteca dell’economia d’azienda
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biblioteca dell’economia d’azienda
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Vittorio D’Amato
Management
innovation roadmap
What the new manager 3.0 has to do
in order to enable employees
to do their best and to be fully engaged
Preface by
Julian Birkinshaw
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Prima edizione: marzo 2015

ISBN 978-88-238-4471-1

Stampa: Digital Print Service, Segrate (MI)
Contents
Preface, by Julian Birkinshaw pag. 7
Introduction, by Giampiero Bighiani 9
Foreword, by Massimo Pizzocri 11
Acknowledgements 13
CeRCA-research centre on change & organizational learning 15

1. Business system: business model & management model 19
1.1 Business model & management model 19
1.2 What is the business model? 20
1.2.1 Strategic map 21
1.2.2 Client interface 25
1.2.3 Network value 27

2. Management model 29
2.1 What is the management model? 29
2.2 Management model: “The employees’ point of view” 30
2.2.1 What makes my job motivating and engaging? 30
2.2.2 Management model & engagement 31
2.3 Minimalistic Management: when less is more 33
2.4 The slow factory 35
2.5 The democratic enterprise 37
2.5.1 Principles of the democratic enterprise 37
2.5.2 The democracy matrix 40

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Contents
3. Management innovation pag. 43
3.1 100 year old management model 43
3.2 The era of meaning 46
3.3 Management's mental models 50
3.4 Management innovation: the main challenges 51

4. A new management model 61
4.1 Management 3.0: research results 61
4.2 Management Model 3.0: the main pillars 94

5. The new competencies of the Manager 3.0 109
5.1 Leadership vs management 109
5.2 Manager 3.0: reconciling leadership and management 111
5.3 What a manager had to and still has to DO 112
5.4 What a leader had to and still has to DO 114
5.5 Manager 3.0: more than a manager and more than a leader 119
5.6 What the manager 3.0 MUST DO 127
5.7 The last challenge of the manager 3.0: release energy and
manage company intelligence 133

Appendix A: what is the management model of your company? 135
Appendix B: self-assessment for becoming a manager 3.0 138
References 141
About the author 147
Praise for Management Innovation Road Map 149

6
Preface
The business world is in a constant state of flux. New technologies, a new gen-
eration of employees, and new competitors from emerging economies are all
factors that contribute to what is often called a VUCA world (volatile, uncer-
tain, complex and ambiguous). Indeed, as we emerge from the “great reces-
sion” of 2008-13 there is every reason to expect the next decade to be every bit
as challenging as the last one.
Faced with a changing business environment, there is a lot of experimen-
tation underway in terms of how companies should be organised, and how
leaders should act. Many of the new ideas come- from the world of start-ups
and high-tech, but there is no reason for such companies to have the monopo-
ly on new ways of working. Some of the most interesting management ideas in
recent years, in fact, have come from industrial companies such as Semco in
Brazil and MorningStar in California.
In this important book, Vittorio D’Amato provides a fresh and insight-
ful perspective on the new landscape of management. He blends a lot of the
current thinking about management with his interviews and surveys with com-
panies in Italy, including Angelini, Unicredit, Festo and Epson.
He paints a fascinating picture of the new approach to managing, which
he calls Management 3.0. This approach blends much of state-of-the-art
thinking around greater empowerment and flexibility with a commitment to
systems thinking and a greater emphasises on the emotions and feelings of em-
ployees. It is a “softer” version of management than most people are used to,
but I think it is the right way forward. Indeed, it is an approach that explicitly
avoids the old distinction between management and leadership.
Effective managers in this new world are masters of paradox – they
understand the need to operate in the fast-changing world of today, but they
also know we cannot throw out the old ways of working that have served us so
well. And of course managing in this paradoxical way requires the develop-
ment of new skills and new perspectives, as this book makes very clear. This
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Management Innovation Road Map
book provides an invaluable contribution to our understanding of the “new”
way of managing that will be so vital to companies in the years ahead.

Professor Julian Birkinshaw
Deputy dean programmes
Strategic and international management
London business school

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Introduction
A book gathering all the best practices to be a good leader in an «uncertain»
market, at last! In this book, which I suggest to all the managers (from begin-
ners to seniors), you can find well expressed concepts supported by examples
and demonstrations.
Vittorio, going through different times of management, recommends
Unconventional Strategies closely related to a consistent management model.
Manager 3.0 is represented as a person who knows how to balance man-
agement and business model through constant «adjustments» in order to adapt
the organizational structure and behaviors to market volatility.
Sensitivity, openness to dialogue, integrity and long-term vision are just
some of the features common to manager 3.0 required to achieve a different
level of a constant performing.
Through testimonies of different cultures and the rich experience in the
academic field and business, Vittorio is always able to make himself fully cred-
ible, concrete and effective.
His skill to make timeless theories comprehensible and proven by expe-
rience is outstanding.
If you wish to improve your performance, or the one of your manag-
ers/company, make this book become part of the leadership principle of your
company.

Giampiero Bighiani
General manager
Festo industrial automation Italy

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