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This document discusses whether organizational planning is still necessary in today's volatile, uncertain, complex and ambiguous (VUCA) world. It presents perspectives on how and why planning is done, and how planning may need to adapt for a VUCA environment. The document also includes learning activities that ask readers to reflect on examples of planning at Netflix and advise their own organization on planning approaches.
This document discusses whether organizational planning is still necessary in today's volatile, uncertain, complex and ambiguous (VUCA) world. It presents perspectives on how and why planning is done, and how planning may need to adapt for a VUCA environment. The document also includes learning activities that ask readers to reflect on examples of planning at Netflix and advise their own organization on planning approaches.
This document discusses whether organizational planning is still necessary in today's volatile, uncertain, complex and ambiguous (VUCA) world. It presents perspectives on how and why planning is done, and how planning may need to adapt for a VUCA environment. The document also includes learning activities that ask readers to reflect on examples of planning at Netflix and advise their own organization on planning approaches.
Faculty of Business, Justice and Behavioural Sciences
Learning outcomes
• Critically analyse and evaluate a variety of
management and organisational theories and practices in the context of the contemporary business environment; • Reflect critically on management issues such as ethics, sustainability, innovation and entrepreneurship, digital disruption, and how they are shaping 21st century organisations.
Faculty of Business, Justice and Behavioural Sciences
Agenda
• How and why organisational planning is done.
• How planning might be adapted for VUCA world.
Faculty of Business, Justice and Behavioural Sciences
Getting started
Should managers plan the direction of
their organisations?
Faculty of Business, Justice and Behavioural Sciences
Elevator pitch
Topic 6 Elevator pitch - is planning dead?
It’s your turn to respond. In one minute of
speaking, or about 130 written words, how would you respond?
Faculty of Business, Justice and Behavioural Sciences
Case of the week: Can you win back online shoppers? What management problems confront the Board?
Faculty of Business, Justice and Behavioural Sciences
Learning activity
• Organisational planning is logical, ordered and
rational. Is this realistic in VUCA world? Why, or why not? Try to think of specific examples to support your answer. • To what extent do you believe that scenario planning helps organisations to be flexible and responsive in a VUCA environment?
Faculty of Business, Justice and Behavioural Sciences
Faculty of Business, Justice and Behavioural Sciences
Learning activity 3
• Imagine that you are advising the leadership of
your own organisation or an organisation that is known to you about the approach that they should be taking to organisational planning. • Based on the article by Roger Martin, what advice would you give them? Write down the top five points that you would make.
Faculty of Business, Justice and Behavioural Sciences
Returning to the case of the week
• What conflicting values are evident in this case?
• What advice would you give the Board regarding a way forward that resolves the values conflict? • What management competencies do you believe this case highlights that are important for the 21st century leader-manager in VUCA world?
Faculty of Business, Justice and Behavioural Sciences
Review
Faculty of Business, Justice and Behavioural Sciences