Dive Mission Mastery

Revealing a 100 Year Old Leadership Secret
1. Auflage 2016
ISBN: 978-3-319-25223-0
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 338 Seiten

Reihe: Management for Professionals

This book reveals the story of how the first large learning organization was formed. Emerging around 1870, it involved an organizational transformation that followed a disaster some 60 years earlier. The great success of this process was the introduction of a totally new approach to leadership - a competitive edge that would go undetected for another 100 years.
The original development involved the Prussian/German Army under a great leader, Helmut von Moltke. NATO countries finally discovered this 'secret weapon,' which they have since implemented in their mission command centers, in the 1980s. The book distils five underlying features or pillars of the transformed organization, and describes how they can be applied in civilian organizations to attain a state of Mission Mastery. Never before published, these ideas are supplemented by numerous references and practical examples to illustrate the persuasive power of the case made - namely that most civilian organizations are weak in terms of the five key ingredients needed for Mission Mastery.
'This book is a must-read for all charged with developing tomorrow's leaders.'
Sir Michael Perry, GBE - previously Chairman and Chief Executive Officer at Unilever, Chairman of Centrica, Chairman of the Senior Salaries Review Body, Independent Director at Singapore Technologies Telemedia Pte. Ltd and Chairman of the Faculty Board at the Said Business School, Oxford University.  'Mission Mastery is a masterwork.' Professor Stephen J. Perkins, DPhil (Oxon) Dean Guildhall Faculty of Business & Law, London Metropolitan University, UK 'No other book on organizational leadership is as relevant today as Mission Mastery'. Gerald A. Arbuckle, Organizational Anthropologist, and author of Humanizing Healthcare Reforms

Brian Dive is a very experienced international manager, consultant, speaker and writer. Over a period of 47 years he has held a number of senior roles in Unilever, conducted assignments in about 70 countries, and worked, via his company DMA Consultancy, for over 65 clients. For eleven years he was chair of the New York Conference Board s Council on International Organization and Management, working with 30 of the world s leading multinationals. In 2010 he was Cambridge Who s Who Professional of the Year in Organization and Leadership Development. He graduated in Psychology and Business Administration from Victoria University of Wellington and is an Honorary Doctor of Business Administration, London Metropolitan University Guildhall Faculty of Business and Law where he is also is a visiting professor. He has written two books The Healthy Organization (2002) and The Accountable Leader (2008).

Autoren/Hrsg.

Dive, Brian

Inhaltsverzeichnis

1;Contents;8
2;1: Introduction: The Secret;15
2.1;1.1 General;15
2.2;1.2 Tapping into the Secret;16
2.2.1;1.2.1 So, What Is This Book About?;16
2.3;1.3 The Inspiration for This Book: A Study of the First Large Learning Organization;18
2.3.1;1.3.1 An Emerging Idea;18
2.3.2;1.3.2 Outstanding Leadership Is Difficult to Replicate;20
2.3.3;1.3.3 Outstanding Leadership Is Not Mono-dimensional;20
2.3.4;1.3.4 Why Has This Insight into Outstanding Leadership Been Ignored?;21
2.3.5;1.3.5 The Focus Is on Transformation;22
2.4;1.4 The Five Pillars of Mission Command;22
2.5;1.5 The Theme of the Book;24
2.5.1;1.5.1 What This Book Is Not About;24
2.5.2;1.5.2 The Book Outline;24
2.6;1.6 A Word About Decision Making Accountability (DMA);26
2.6.1;1.6.1 The DMA Solution Set (DMASS);27
2.6.2;1.6.2 Layers and Levels;28
2.6.3;1.6.3 Empowerment: A Blend of Moltke and DMA;29
2.7;1.7 The Experience Underpinning This Book;30
2.7.1;1.7.1 Held to Account;32
3;2: What Is Mission Mastery?;34
3.1;2.1 General;34
3.2;2.2 What Is Mission Command?;35
3.2.1;2.2.1 1806: The Seeds of Failure Are Often Sown at the Height of Greatness;35
3.2.2;2.2.2 The Immediate Aftermath;36
3.2.3;2.2.3 Three Critical Steps Then Followed;37
3.3;2.3 Learning in the Military;38
3.3.1;2.3.1 The Line and Staff Distinction;39
3.4;2.4 Learning in Civilian Organizations;40
3.4.1;2.4.1 A Global Finance Project;40
3.4.2;2.4.2 A Pan European Marking Project;40
3.4.3;2.4.3 The Lessons and Price of Project Failure?;40
3.5;2.5 Clausewitz´s Contribution;41
3.5.1;2.5.1 ``Friktion´´;42
3.6;2.6 Moltke´s Contribution;44
3.6.1;2.6.1 ``Auftragstaktiker´´;44
3.6.1.1;2.6.1.1 The Invisible Thread: Back-Briefing;47
3.6.1.2;2.6.1.2 Potential Sources of Friction;51
3.7;2.7 So, What Is Mission Command?;51
3.7.1;2.7.1 The Contrasting Approach of the ``Competition´´;52
3.7.2;2.7.2 The Royal Navy´s Approach to Mission Command;54
3.7.2.1;2.7.2.1 The Royal Navy Sets Out Eight Principles of Mission Command;55
3.7.2.1.1;Unity of Effort;55
3.7.2.1.2;Decentralisation;55
3.7.2.1.3;Trust;56
3.7.2.1.4;Delegation Not Abdication;56
3.7.2.1.5;Mutual Understanding;56
3.7.2.1.6;Timely and Effective Decision Making;56
3.7.2.1.7;Responsibility for Decision-Making;57
3.7.2.1.8;Communications;57
3.8;2.8 The Link Between the RN´s Mission Command and Mission Mastery;58
3.9;2.9 How Does the RN´s Version of Mission Command Mesh with Mission Mastery?;59
3.9.1;2.9.1 ``The Park Touch´´;61
3.10;2.10 Civilian Organizational Transformation Is Rare;62
4;3: Mission Mastery: Pillar 1-Mission;64
4.1;3.1 General;64
4.2;3.2 The Core of Mission Mastery;65
4.3;3.3 Moltke´s Four Great Insights;67
4.3.1;3.3.1 The First Great Insight: There Is No Such Thing as a Perfect Plan;67
4.3.1.1;3.3.1.1 Moltke on Mission and Strategy;68
4.3.2;3.3.2 Moltke´s Second Great Insight: The `What´ and `Why´ of Strategy Must Be Separated From the `How´ and Mastered at Differe...;70
4.3.2.1;3.3.2.1 What Purpose?;70
4.3.2.2;3.3.2.2 Formulation of Purpose;72
4.3.3;3.3.3 The Third Great Insight: The Three Strategic Traps;73
4.3.3.1;3.3.3.1 Three Sources of ``Friction´´;74
4.3.3.2;3.3.3.2 The Knowledge Trap;75
4.3.3.3;3.3.3.3 The Alignment Trap;75
4.3.3.4;3.3.3.4 The Effects Trap;76
4.3.3.5;3.3.3.5 The Solution;77
4.3.4;3.3.4 The Fourth Great Insight: The Definition of Operations as the Link Between Strategy and Tactics;79
4.4;3.4 Strategy in Civilian Organizations;83
4.4.1;3.4.1 A Strategy Case Study: An Achievement Gap;83
4.4.2;3.4.2 The Lesson;85
4.4.3;3.4.3 A Distinctive `Footprint´: Research on How It Should Be Done;87
5;4: Mission Mastery: Pillar 2-Organization Design;89
5.1;4.1 General;89
5.2;4.2 The Fulcrum Pillar;90
5.2.1;4.2.1 The Hidden Cornerstone;91
5.2.2;4.2.2 Accountability and Subsidiarity;92
5.3;4.3 Sources of Organization Design Friction;93
5.3.1;4.3.1 The Issue of Size;93
5.3.2;4.3.2 Job Evaluation;94
5.3.3;4.3.3 Globalisation;94
5.3.4;4.3.4 Impact of the Global Financial Crisis (GFC);95
5.3.5;4.3.5 The Asset Trap;96
5.3.6;4.3.6 Changing Technology;96
5.3.7;4.3.7 Spurious OD Principles;97
5.3.8;4.3.8 The Contribution of Process Re-engineering;98
5.3.9;4.3.9 The Contribution of Fads and Fashions;98
5.3.10;4.3.10 Organization for Growth;99
5.3.11;4.3.11 Organization for Privatisation;100
5.3.12;4.3.12 Managing M and A Re-Organizations;101
5.3.13;4.3.13 The Key Steps to Achieve Successful Change of Structure;102
5.4;4.4 History of Military Organization Design;103
5.4.1;4.4.1 The Key Element of Military Structure;105
5.5;4.5 Organization Design in Civilian Organizations;106
5.5.1;4.5.1 The Danger of Top-Down Organization Design;106
5.5.2;4.5.2 Is Hierarchy Still Valid for Civilian Organizations in the Twenty-First Century?;107
5.5.2.1;4.5.2.1 Hierarchy Is the (Necessary) Response to Increasing Complexity;108
5.5.3;4.5.3 Strategy and Structure: Know Your ``Business´´;108
5.6;4.6 Structures for Growth;109
5.6.1;4.6.1 The Distinctive Footprint;111
5.7;4.7 The Civilian Approach to Hierarchy: How Tall Is too Tall?;112
5.7.1;4.7.1 The Key to Unlocking Hierarchy;112
5.7.2;4.7.2 Organize from the Customer (i.e. ``Bottom Up´´);114
5.7.3;4.7.3 Orchestrating the Horizontal Linkages;115
5.7.3.1;4.7.3.1 Horizontal Overload in a Large Local Authority;116
5.8;4.8 What Distorts the Structures of Civilian Organizations?;117
5.8.1;4.8.1 The Problem of Grade-Driven Structures in Civilian Organizations;117
5.8.2;4.8.2 The Identification of Clear Accountability Is the Key;119
5.8.3;4.8.3 The Probe Process;120
5.8.4;4.8.4 Ten Typical Shortcomings;122
6;5: Mission Mastery: Pillar 3-Leadership;126
6.1;5.1 General;126
6.2;5.2 Leadership Is More than the Person at the Top;127
6.2.1;5.2.1 Leadership Development Models Have Changed, Haven´t They?;128
6.2.2;5.2.2 Followership;131
6.2.3;5.2.3 Two Lens of Leadership;132
6.2.4;5.2.4 Two Dimensions of Personality;132
6.2.5;5.2.5 Two Approaches to Leadership Development;134
6.3;5.3 The Military Perspective;134
6.3.1;5.3.1 Summary of Military Leadership Qualities;137
6.4;5.4 Military Leadership Development;138
6.4.1;5.4.1 Officer Selection and Career Development;138
6.5;5.5 The Civilian Perspective;141
6.5.1;5.5.1 The False Leadership Dichotomy;141
6.5.2;5.5.2 Three Things Are Now Clear;143
6.6;5.6 Civilian Theories of Leadership;144
6.6.1;5.6.1 Charismatic Leadership;144
6.6.2;5.6.2 The Importance of the Situation, Contingency Theory and the Task;145
6.6.3;5.6.3 Style Must Be Relevant to the Substance Required;147
6.6.4;5.6.4 Summary of Civilian Leadership Qualities;148
6.7;5.7 Civilian Leadership Development;148
6.7.1;5.7.1 The Fundamental Challenge;149
6.7.2;5.7.2 Accelerated Development: Does It Really Work?;150
6.7.3;5.7.3 The Distinctive Civilian Leadership Footprint;152
6.8;5.8 The Importance of Aligning Capability and Accountability;152
6.8.1;5.8.1 Bankrupt Ideas on Leadership and Hierarchy Are Alive and Well;153
6.8.2;5.8.2 Assessing Leadership Potential;154
6.8.3;5.8.3 The Vexed Issue of `Competencies´;155
6.8.3.1;5.8.3.1 Values;156
6.8.3.2;5.8.3.2 Skills;157
6.8.4;5.8.4 DMA Leadership Model of Differentiating Competencies;157
6.8.4.1;5.8.4.1 Filling the Promotion Pipeline;158
6.8.4.2;5.8.4.2 The Military Competencies´ Hook;159
6.8.5;5.8.5 The ``Promotion Obsession´´ in Civilian Organizations;160
6.8.6;5.8.6 The Importance of Tracking High-Potential Leaders;161
6.8.7;5.8.7 Best Practice in World Class Companies;162
6.8.7.1;5.8.7.1 The Findings;163
6.8.8;5.8.8 Civilian Leadership Development: The Recurring Nightmare;164
7;6: Pillar 4: Experiential Learning;166
7.1;6.1 General;166
7.2;6.2 Two Contrasting Approaches;167
7.3;6.3 The Military Approach;168
7.4;6.4 Civilian Initiatives;170
7.4.1;6.4.1 Rehearsal Training;171
7.4.1.1;6.4.1.1 High Reliability Industries;172
7.5;6.5 What Is the Purpose and Value of Experiential Training?;173
7.5.1;6.5.1 Implications for Leadership Development;174
7.5.2;6.5.2 Use of Simulation in Commercial Organizations;175
7.5.2.1;6.5.2.1 The Case of Factory Supervisors;175
7.5.2.2;6.5.2.2 The Case of the Bank Managers;177
7.5.3;6.5.3 GemaSim;179
7.6;6.6 Experiential Learning: Crossing the Strategic Divide;182
7.6.1;6.6.1 How Does Experiential Learning Prepare One for Strategic Roles?;182
7.6.2;6.6.2 The Critical Role of Boundary Moves;183
7.6.2.1;6.6.2.1 The Military Approach;184
7.7;6.7 Strategic Experiential Learning in the Private Sector;185
7.7.1;6.7.1 The Approach;186
7.7.2;6.7.2 The Thirteen Key Findings;187
7.7.3;6.7.3 The Recommendations;189
7.7.4;6.7.4 Reality Check;190
8;7: Pillar 5: Culture;192
8.1;7.1 General;192
8.2;7.2 What Is Culture?;193
8.3;7.3 The Military Approach;195
8.4;7.4 The Civilian Approach;196
8.4.1;7.4.1 Schein´s Contribution;196
8.4.2;7.4.2 Fligstein´s Contribution;197
8.4.3;7.4.3 One Company´s Contribution;198
8.5;7.5 Culture in Sport;198
8.5.1;7.5.1 The German Football Team;198
8.5.2;7.5.2 Australian Cricket Team;199
8.5.3;7.5.3 The New Zealand Rugby Team: The All Blacks;199
8.5.3.1;7.5.3.1 Ritual Symbolism;200
8.5.3.2;7.5.3.2 Excellence;201
8.5.3.3;7.5.3.3 Mindset;203
8.5.3.4;7.5.3.4 Study of the ``Opposition´´;203
8.5.3.5;7.5.3.5 Innovation: ``Brains Beats Talent at the Highest Level´´;203
8.5.3.6;7.5.3.6 Teamwork;204
8.5.3.6.1;The Leader;204
8.5.4;7.5.4 In Summary;204
8.6;7.6 Civilian Organizations;205
8.6.1;7.6.1 Ritual and Symbolism;205
8.6.2;7.6.2 Excellence;206
8.6.3;7.6.3 Mindset;206
8.6.4;7.6.4 Analysis: Know the Competition;207
8.6.5;7.6.5 Innovation;207
8.6.6;7.6.6 Effective Teamwork;208
8.7;7.7 Cultural Implications for Management;209
8.8;7.8 What Causes a Negative Culture?;210
8.8.1;7.8.1 What Led to Barclay´s ``Toxic Culture?´´;211
8.8.2;7.8.2 Assessment of Barclays Against the Five Pillars;213
8.8.2.1;7.8.2.1 Strategy;213
8.8.2.2;7.8.2.2 Organization Structure;214
8.8.2.3;7.8.2.3 Leadership Development and Training;214
8.8.2.4;7.8.2.4 Culture;216
8.8.2.5;7.8.2.5 Impact on HR;217
8.8.3;7.8.3 The Issue of Governance;218
8.8.3.1;7.8.3.1 The Military Approach to Governance;218
8.9;7.9 Culture Is Universal;219
8.9.1;7.9.1 A Culture Failure in Japan;219
8.9.2;7.9.2 The Influence of National Culture(s);220
8.9.3;7.9.3 So, Is Accountability Only a Western Concept?;221
8.9.4;7.9.4 The Issue of Status;223
9;8: Mission Mastery: The DMA Solution Set;225
9.1;8.1 General;225
9.2;8.2 Decision Making Accountability;226
9.3;8.3 What Is the DMA Solution Set?;226
9.3.1;8.3.1 A Healthy Organization;227
9.3.2;8.3.2 Where Did DMASS Come From?;228
9.3.2.1;8.3.2.1 Consultant Contributions;228
9.3.2.2;8.3.2.2 Global Companies;229
9.3.2.3;8.3.2.3 Academic Contributions;229
9.3.2.3.1;A Side Project;232
9.3.3;8.3.3 Layers and Levels;233
9.3.4;8.3.4 How Is DMASS Applied?;235
9.3.4.1;8.3.4.1 Personal Accountability;236
9.3.4.2;8.3.4.2 DMA Principles;236
9.3.4.3;8.3.4.3 The DMA Elements: Uncovering a Job´s Mission;237
9.3.4.4;8.3.4.4 Assessment of the Work Level;240
9.3.4.4.1;WL Misconceptions;241
9.3.4.5;8.3.4.5 The Work Level Definitions;242
9.4;8.4 Work Levels Applied to a Global HR Network, Levels 1-3;243
9.4.1;8.4.1 Work Level 1: ``Demand Response´´;243
9.4.2;8.4.2 Work Level 2: ``Diagnostic Response´´;244
9.4.3;8.4.3 Work Level 3: ``Integrative Response´´;246
9.4.3.1;8.4.3.1 Strategic Work Levels;248
9.5;8.5 DMA Leadership Model of Differentiating Competencies;249
9.5.1;8.5.1 Characteristics of the DMA Leadership Competency Model;249
9.5.2;8.5.2 DMA Competencies Aligned to the Work Level Elements;250
9.5.3;8.5.3 How to Apply These Differentiating Competencies;250
9.5.4;8.5.4 Benefits of Applying a Differentiating Competency Model;250
9.5.4.1;8.5.4.1 An Example of One Differentiating Competency;251
9.6;8.6 Finally a Word About Spans of Control;253
9.6.1;8.6.1 Influence of Layers on Spans;254
9.6.2;8.6.2 Is There an Optimal Span?;255
9.6.3;8.6.3 Identifying the Right Span;256
9.6.4;8.6.4 The Layers Are the Key;257
10;9: An Absence of Mission Mastery: A Case Study;258
10.1;9.1 General;258
10.2;9.2 A Case Study: The British Civil Service;259
10.3;9.3 An Assessment of the Five Pillars of Mission Mastery in the UK Civil Service;260
10.3.1;9.3.1 Pillar One: Mission;260
10.3.1.1;9.3.1.1 A Constraint on the Delivery of Mission;261
10.3.1.2;9.3.1.2 A Disconnect Between Policy Work and the Field Work;262
10.3.1.3;9.3.1.3 The Knowledge Trap;264
10.3.1.4;9.3.1.4 The Alignment Trap;264
10.3.1.5;9.3.1.5 The Effects Trap;265
10.3.2;9.3.2 Pillar Two: Organization Structure;266
10.3.2.1;9.3.2.1 The Fulton Report;267
10.3.2.1.1;What Has Happened Since the Fulton Report?;267
10.3.2.2;9.3.2.2 Current Structures in Whitehall Continue to Be Ineffective and Inefficient;269
10.3.2.2.1;Hierarchy Heavy;269
10.3.2.3;9.3.2.3 Whitehall´s Chronic Structural Deformity Has Not Been Redressed in 50 Years;271
10.3.2.3.1;Department A;272
10.3.2.4;9.3.2.4 The Fundamental Issue: A Lethal Cocktail;275
10.3.2.5;9.3.2.5 CS Grading and Broken Governance;276
10.3.2.5.1;CS Grades Are Disconnected from Accountability;276
10.3.2.5.2;Department B;280
10.3.2.6;9.3.2.6 Lack of Single Point Accountability in Whitehall;281
10.3.2.6.1;Implications of the Lack of Single Point Accountability in the Civil Service;282
10.3.3;9.3.3 Pillar Three: Leadership Development in the Civil Service;283
10.3.3.1;9.3.3.1 Grade Creep;283
10.3.3.2;9.3.3.2 Grade-Rank Misalignment: CS Versus the Military;284
10.3.3.3;9.3.3.3 Counterfeit Line Management;284
10.3.3.4;9.3.3.4 Decision Rights;285
10.3.3.5;9.3.3.5 Leadership Development: ``Pass the Parcel´´;285
10.3.3.6;9.3.3.6 Performance Management in the CS;286
10.3.3.7;9.3.3.7 Assessment of Potential Is Not Reliable;287
10.3.3.8;9.3.3.8 Quality of Career Planning;287
10.3.4;9.3.4 Pillar Four: Experiential Training;289
10.3.4.1;9.3.4.1 Financial Accountability and Training in the CS;289
10.3.4.2;9.3.4.2 Training;291
10.3.4.3;9.3.4.3 Capability Reviews;291
10.3.5;9.3.5 The Fifth Pillar: Culture;292
10.3.5.1;9.3.5.1 Engagement Scores Reinforce the Same Message;293
10.3.5.2;9.3.5.2 A Confused Approach to Centralisation and Delegation;295
10.4;9.4 An Assessment of the Civil Service Against the Five Pillars;297
11;10: Mission Mastery: Building a Learning Organization in Which There Is Space to Lead;300
11.1;10.1 General;300
11.2;10.2 The Path to Mission Mastery;301
11.2.1;10.2.1 Reasons for Change;302
11.2.1.1;10.2.1.1 A Change of Leader;302
11.2.1.2;10.2.1.2 A Burning Platform;302
11.2.1.3;10.2.1.3 Internal Reorganization;302
11.2.1.4;10.2.1.4 Building for Growth;302
11.2.1.5;10.2.1.5 The Need to Down Size;303
11.2.1.6;10.2.1.6 The Need for Sound Organization Development Know-How;303
11.3;10.3 What Are Some of the Best Doing?;304
11.3.1;10.3.1 Strategy;304
11.3.1.1;10.3.1.1 ``2020´´ Reviews;305
11.3.1.2;10.3.1.2 The Importance of Good Governance;305
11.3.2;10.3.2 Structure;305
11.3.2.1;10.3.2.1 The Top Structure;306
11.3.2.2;10.3.2.2 Effective and Efficient Structures;307
11.3.2.3;10.3.2.3 The Trap of Too Much Top-Down Organization Design;307
11.3.2.4;10.3.2.4 The Organization Design Process;308
11.3.2.5;10.3.2.5 Filling the Jobs in the New Structure;309
11.3.3;10.3.3 Leadership and Experiential Training;309
11.3.3.1;10.3.3.1 Differentiating Competencies;309
11.3.3.2;10.3.3.2 Identifying (New) Career Paths;310
11.3.3.3;10.3.3.3 Training;310
11.3.4;10.3.4 Culture;312
11.3.4.1;10.3.4.1 Communications;312
11.3.4.2;10.3.4.2 Programme Director;312
11.3.4.3;10.3.4.3 CEO;313
11.4;10.4 The Three Key Questions;313
11.5;10.5 The First Question;313
11.6;10.6 The Second Question;315
11.7;10.7 The Third Question;316
11.8;10.8 The Challenge of Cultural Change;317
11.9;10.9 What WAS This Journey About Then?;318
11.9.1;10.9.1 A Quick Overall Recap;319
11.9.2;10.9.2 Relevance to Current Thinking on Leadership;320
12;Acknowledgements;322
13;Appendix: On Strategy;324
14;References;327
15;Index;333