The Performance Triangle for Organizational Agility: Concept and Empirical Support. 13th International Conference on Knowledge, Culture and Change in Organisations, 13. /14. June 2013, Vancouver. Prof. Dr. Herb Nold, Polk College and Lukas Michel
External Adaptability of Higher Education Institutions: The Use of Dignostic Interventions to Improve Agility. 13th International Conference on Knowledge, Culture and Change in Organisations, 13. /14. June 2013, Vancouver. Prof. Dr. Rana Zeine, Saint James School of Medicine, Bonaire Caribbean Netherlands and Lukas Michel
Designing Performance Systems for the Knowledge Age: PMA 2012 Conference, From Strategy to Delivery, University of Cambridge, UK, 11 - 13 July 2012.
The Performance Triangle: 12th International Conference on Knowledge, Culture and Change in Organisations, 6.-8. July 2012, Chicago.
Measuring Decision-Making in Organizations: PMA 2006 Conference, Performance Measurement and Management, Public and Private, London, UK, 25-28 July 2006.
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Articles, papers, and publications
The Performance TriangleA Diagnostic Tool to Help Leaders Translate Knowledge into Action for Higher Agility
Organizational Cultures: An International Journal, Volume 12, Issue 2, pp.13-28. June 2013, Purchase from the publisher: download
By Lukas Michel.
It is so obvious: “People are the most important assets.” But good intentions are not good enough to win the game in today’s complex, uncertain, and knowledge-driven environment. The task is to make it real. First, this means getting people to collaborate and provide the means to find the purpose, rather than command and control. Second, to enable leadership teams to provide choice, to raise the awareness for what is important, and to help people to remain focused on the things that matter most. Leadership, systems, and culture frame the performance triangle. It offers both a diagnostic tool to help leaders decode and design the routines, rules, and practices for superior decision making, and a coaching approach with three parts: observation, response, and success. The insights from ten years of research with the diagnostic tool help leaders build organizations for superior innovation and growth. This paper will engage readers in a diagnostic with 10 observation points and 7 questions to help them coach leadership teams and build a working environment where people use their full potential to translate knowledge into action.
The Performance Triangle
Perspectives on Performance
Volume 10, Issue 1, 2012, Page 8.
To win in an increasingly dynamic, ambiguous, and volatile environment, leadership teams in most industries must be agile – flexibly react to early signs and act on them quickly. In the increasingly complex operating environment of an organization where stakes on even small decisions are high, leaders need to rely on employees at the periphery to make decisions...
Control Tomorrow's Decisions Through Today's DesignPerspectives on Performance
Volume 6, Issue 2, 2008, Page14.
Decisions drive performance. The challenge is that the control of decisions requires design. As the “big” systems in organizations, formal decision making provides leaders with an integrated mechanism to address measurement, information, feedback, learning, strategy, implementation, beliefs and boundaries. With an appropriate design, such management systems are well aligned with the type of ownership, the strategy, the structure, the leadership style, the degree of decentralization, and the nature of the industry. ...
Understanding Decision Making in OrganizationsMeasuring Business Excellence
Jan/Feb 07, Vol 11.
The ability to make good decisions is the defining attribute of a high performance organization. The challenge is to ensure that good decision making practices permeate the entire organization. As organizations grow, employees make decisions in an increasingly complex, ambiguous, and uncertain environment. Formal practices enable employees to make decisions that are meaningful to the firm’s stakeholders and guide their behaviors to align with the strategic intent of the firm as well as its values and norms. ...
To the online article at Emerald Publishing: www.emeraldinsight.com
Organizing the CEO's Sphere of PowerCriticalEye Online
CEOs distribute decision making responsibilities throughout an organization with their management systems. Such systems need to go beyond fixed decision making and control mechanisms and empower employees to use their experience and judgment. To encourage “smart” decisions, CEOs need “smart” management systems that let them exercise power with more traction, greater flexibility and reduced complexity. These systems can be configured in a systematic way to improve an organization’s performance. ....
Das CEO BüroBILANZ "Prozesse" l Beilage: Scorecard
Das Themenmagazin für Führungskräfte l Juni 2008, Seiten 36-37.
CEO haben drei Ziele: die richtigen Entscheidungen zum richtigen Zeitpunkt zu treffen und dafür zu sorgen, dass die Firma das ebenfalls kann; alle Aktivitäten und Funktionen der Firma zu integrieren; die eigene Zeit stets sinnvoll einzusetzen. Um das zu erreichen, ist ein gut durchdachtes CEO Office von entscheidender Bedeutung. Wir beschreiben, wie man dies erreicht. ...
Do You Need a Chief of Staff?
American Executive, June 2009
The CEOs we work with tell us they need to do three things:
1. Make good decisions
2. Integrate the actions of different business functions
3. Make sure that his or her own time is used to the best effect
In a big organization, these goals are by no means easy to achieve. Most CEOs do not have much of an infrastructure to help them systematically manage these challenges. This is tough on them and on the management team that needs to interact with them. ...
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