Lifecycle of an organisation
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The document outlines the lifecycle of organizations, comprising four phases: pioneering, associating, differentiating, and integrating. It discusses how organizations evolve, face crises, and adapt through these phases, highlighting the importance of organizational culture, leadership styles, and external influences. It emphasizes the need for flexibility and collaboration to ensure successful transformation and survival.
Lifecycle of an organisation
- 1. Lifecycle of an organization Bettina Gross
- 2. Grow or go
- 3. The Cycle of Life Birth Development Flourishment Transformation /Death
- 4. 4 Phases of organizational evolution
- 5. Pioneering Associating Differentiating Integrating
- 6. Pioneering 4 Phases of - Organization is founded Associating Differentiating - Mainly influenced by the pioneer organizational evolution - Autocratic - Vision is main focus of organization Integrating
- 7. If they cannot imagine the future, they cannot create it. - C. Prahalad, 1999
- 8. Pioneering 4 Phases of Associating Differentiating organizational evolution Integrating A big family
- 9. Pioneering - Organization is founded - Mainly influenced by the pioneer - Autocratic - 4 Phases of A big family Associating Differentiating organizational evolution First symptons of crisis: - A too fast changing environment - Fast organic growth with unknown customers - New hires that do not match the leadership style Integrating
- 10. Pioneering 4 Phases of Associating Differentiating organizational evolution In full crisis & transition Integrating
- 11. Pioneering - Organization is founded - Mainly influenced by the pioneer - Autocratic - 4 Phases of A big family Associating Differentiating organizational evolution More crisis: - Decreasing profits - Conflicts with the leadership style, communication & information - Decrease in motivation, strength & flexibility Integrating
- 12. Pioneering Scientific Management Associating Differentiating Integrating
- 13. Pioneering - Successful entrance in the market Associating philosophy - Make & sell Differentiating - Tasks as main drivers - Structure, standards & controllability Integrating
- 14. Pioneering Associating Differentiating Order & Structure Integrating
- 15. Pioneering - Successful entrance in the market - Make & sell philosophy - Tasks as main drivers - Structure, standards & controllability Associating Differentiating Symptons of crisis: - Inflexibility - Coordination & communication problems - Process problems - Rivalries Integrating
- 16. Pioneering Associating Differentiating Intrapreneurship Integrating
- 17. Pioneering - Synthesis of pioneering & differentiation - Development of a complete organism - Horizontal orientation -Associating High autonomy, responsibility & self-initiative Differentiating - Decentralized, autonomous teams Integrating
- 18. Pioneering Associating Differentiating A living organism Integrating
- 19. Pioneering Associating Differentiating Border dissolution Integrating
- 20. Pioneering - Linking & interaction with the environment - Lean enterprise system Associating - Complete value creation Differentiating stream of entire supply chain - Company biotopes (~ Keiretsu) Integrating
- 21. Focus not just on your competitors, but also on your collaborators and complementors. - C. Shapiro, 1998
- 22. Pioneering Associating Differentiating A living organisational biotope Integrating
- 23. Pioneering Associating Differentiating Integrating
- 24. Pioneering Transformation to a new phase = Associating Differentiating Transformation to a new organizational culture Integrating
- 25. Pioneering - Cultural conflict - Entrenched mindsets and behaviors Transformation: Associating - Old organizational culture Differentiating - New values, vision and mission statement that are lived by key people - A self learning living organism Integrating