Managing Value in Organisations: New Learning, Management, and Business Models

Challenges to organisations occur whether they are ready or not. In a climate of accelerating uncertainty, they will need ever-increasing capacity, and this can occur only if all their staff are committed to their organisations. Evidence, however, shows a relentless decline in staff commitment, with the high cost of low trust apparent in increasing disengagement. Managing value in Organisations examines how organisations can develop the agility needed to meet future challenges. The authora asserts that the long term decline, a result of traditional thinking by which organisations have been structured is now a barrier to their success.This thinking is manifested in three areas, however implicitly they operate: the Management Model now over 100 years old, accruing organisational debt in the form of increased staff disengagement; the Business Model which pushes a predominantly producer-led offer; and the Learning Model dominated by theory as the highest form of activity, and individual learning at the expense of collective learning.Donal Carroll's radical proposition is that for organisations to build the agility needed to bend with the curves their future challenges create, they need to reinvent their 3 models together. This involves maximising the interdependency of the models; rebalancing theory and practice; and using but going beyond best practice from high performing organisations. He applies the Models to a striking, diverse range of new and established organisations, with differing missions, building on how they currently operate, to examine:-The legacy of the old models and radical potential of the new ones;What the new ones consist of: a Management Model which retains control by giving it away; a Business Model which creates and delivers new value; and a new Learning Model, which locates learning at work as a key means of creating value through the fruits of engaged minds at work;The key role of the Learning Model as 'midwife' for the others;How they occur presently, however implicitly, and are beginning to operate;How they can enable the organisations to increase their thinking for greater value, engage with uncertainty and emergent thinking and increase, develop and sustain higher performance, for greater agility;What can be learned from how high performing organisations have built trust and managed value.The author seeks evidence for the value of the new thinking involved -itself a risk- and seeks to capture the excitement of management innovation, its 'poetry and plumbing' distilled from the journey.This book provides tools and techniques to enable organisations to self assess where they are now with the current three models and where they need to be in the future. There is also guidance on energising change initiatives, self-leading and accountability. Practicing managers at every level, change leaders, coaches and consultants, business scholars and researchers, staff seeking organisational improvement, and anyone who thinks the impossible can't be reached, will find some practice here to inspire them.