10 Management Models Quotes

“Modern society increasingly sets paradoxical challenges: think globally and act locally, make a profit while being sustainable, maintain a convincing grand strategy and yet be responsive and agile, nurture innovation while maintaining tradition, encourage diversity as well as a coherent culture.”
― Fons Trompenaars, 10 Management Models

“culture.”
― Fons Trompenaars, 10 Management Models

“Theories are developed to understand the world. Models are the testable summaries of theories, functioning in social science as instruments to improve organizations.”
― Fons Trompenaars, 10 Management Models

“The authors of Groundswell suggest the POST approach for change, working with people (assess social activities of customers), objectives (decide what you want to accomplish), strategy (plan for how relationships with customers will change) and technology (decide which social technologies to use).”
― Fons Trompenaars, 10 Management Models

“The ladder identifies people according to how they use social technologies, classified as creators, critics, collectors, joiners, spectators and inactives. Taken together, these groups make up the ecosystem that forms the groundswell. Each step on the ladder represents a group of consumers more involved in the groundswell than the previous steps.”
― Fons Trompenaars, 10 Management Models

“Planning – ‘Listen and learn’: Ensure commitment to get the business social. Presence – ‘Stake our claim’: Evolution from planning to action, establishing a formal and informed presence in social media; Engagement – ‘Dialogue deepens relationships’: Commitment where social media is seen as a critical element in relationship-building; Formalized – ‘Organize for scale’: A formalized approach focuses on three key activities: establishing an executive sponsor, creating a centre of excellence and establishing organization-wide governance; Strategic – ‘Become a social business’: Social media initiatives gain visibility and real business impact. Converged – ‘Business to social’: Having cross-functional and executive support, social business strategies start to weave into the fabric of an evolving organization.”
― Fons Trompenaars, 10 Management Models

“Eliminate factors in your industry that no longer have value; Reduce factors that over-serve customers and increase cost structure for no gain; Raise factors that remove compromises buyers must make; Create factors that add new sources of value.”
― Fons Trompenaars, 10 Management Models

“Buytendijk, F. (2010) Dealing with Dilemmas: Where Business Analytics Fall Short, New York, John Wiley. Hampden-Turner, C. (1990) Charting the Corporate Mind: Graphic Solutions to Business Conflicts, New York, The Free Press. Trompenaars, F., Woolliams, P. (2009) ‘Towards a Generic Framework of Competence for Today’s Global Village’, in: The SAGE Handbook of Intercultural Competence, ed. D.K. Deardorff, Thousand Oaks, Sage.”
― Fons Trompenaars, 10 Management Models

“Sustainability, Fons Trompenaars and Peter Woolliams (2010)”
― Fons Trompenaars, 10 Management Models

“MODEL 2: Multiple Stakeholder Sustainability, Fons Trompenaars and Peter Woolliams (2010) PROBLEM STATEMENT How can I assess the most significant organizational dilemmas resulting from conflicting stakeholder demands and also assess organizational priorities to create sustainable performance? ESSENCE Organizational sustainability is not limited to the fashionable environmental factors such as emissions, green energy, saving scarce resources, corporate social responsibility, and so on. The future strength of an organization depends on the way leadership and management deal with the tensions between the five major entities facing any organization: efficiency of business processes, people, clients, shareholders and society. The manner in which these tensions are addressed and resolved determines the future strength and opportunities of an organization. This model proposes that sustainability can be defined as the degree to which an organization is capable of creating long-term wealth by reconciling its most important (‘golden’) dilemmas, created between these five components. From this, professors and consultants Fons Trompenaars and Peter Woolliams have identified ten dimensions consisting of dilemmas formed from these five components, because each one competes with the other four. HOW TO USE THE MODEL: The authors have developed a sustainability scan to use when making a diagnosis. This scan reveals: The major dilemmas and how people perceive the organization’s position in relation to these dilemmas; The corporate culture of an organization and their openness to the reconciliation of the major dilemmas; The competence of its leadership to reconcile these dilemmas. After the diagnosis, the organization can move on to reconciling the major dilemmas that lead to sustainable performance. To this end, the authors developed a dilemma reconciliation process. RESULTS To achieve sustainable success, organizations need to integrate the competing demands of their key stakeholders: operational processes, employees, clients, shareholders and society. By diagnosing and connecting different viewpoints and values, their research and consulting practice results in a better understanding of: The key challenges the organization faces with its various stakeholders and how to prioritize them; The extent to which leadership and management are capable of addressing the organizational dilemmas; The personal values of employees and their alignment with organizational values. These results help an organization define a corporate strategy in which crucial dilemmas are reconciled, and ensure that the company’s leadership is capable of executing the strategy sustainably. It does so while specifically addressing the company’s wealth-creating processes before the results show up in financial reports. It attempts to anticipate what the corporate financial performance will be some six months to three years in the future, as the financial effects of dilemma reconciliation are budgeted.”
― Fons Trompenaars, 10 Management Models

“How are we to formulate a dilemma? First: describe the dilemma by using the words: ‘On the one hand… / and on the other hand…’ Second: describe positive elements of both sides of the dilemma (e.g. individual versus group; objective versus subjective; logic versus creativity; analytical versus intuitive; formal versus informal; rules versus exceptions; and so on). In general, most managers and people are afraid of dilemmas, which are more difficult to solve than problems with a clear ‘yes’ or ‘no’ response. Dilemmas necessarily entail a respect and valuation of both sides of the issue and demand more creative and innovative solutions. This in turn requires a closer awareness of and attention to the values underlying different business models and the contexts in which they are used.”
― Fons Trompenaars, 10 Management Models