A Different Kind of Convergence

Ulrike Breitschuh ubreitschuh at t-online.de
Sat Sep 23 02:25:29 PDT 2000


Somehow, this mail did not arrive to the list... I'll try again,
u
Hello, Esther,
question to clarify the situation: are the senior managers present during the
first two days? Or do they step in later, for the third day only??
If the later is valid, you would probably need a lot of the 3rd day to help
seniors to find their way in the space that has been created during the first
2 days. My suggestion would be to definitely join the two groups for the 3rd day
and work on how recommendations -it isn't a bad idea to ask the middle
management first and to invert the normal top-down way of knowing better and
telling -or recommending- what to do- can be put into reality allowing them to
take a close look at their way of cooperating between middle and senior level.
What seems important to me to make middle management feel empowered to take on
more responsability is that the senior managers listen attentively first and
work jointly with them on new ways of doing things. But I doubt whether this
will be more than an opening space opener; I see it more as the first step of a
longer process. The third day could open doors into more space.
Is Finance an internal service provider in "x"? Or do they have regular contacts
with clients? If clients are involved, "productive" may have a different
meaning.
Best wishes
ulrike
Esther . schrieb:
> Hi folks:
>
> I am doing a two day open space with finance managers (about 60) from a
> telecommunications company. The topic is How Can We Make Finance at "x"
> organization a better, more productive place to work?
>
> The idea is to get the middle managers to step up to participating more and
> taking more responsibilty. However, the invitation asks them to make
> recommendations that the senior finance group (about 10 people) will take and
> work with on the third day.
>
> My question is, how can I make the third day meaningful? Anyone have
> suggestions for process? I managed to get the senior folk to circulate some
> key strategic information to the middle managers that they had not been
> given. As well, the context in this organization is that they have just come
> through some voluntary separations and none of those folks are to be
> replaced. So there are questions to wrestle with like how they can get the
> important work done and not still labour on trying to do everything they've
> always done? Also how can they do the kind of work that they need to do to
> assist the organization meet its goals in ways that makes finance a more
> valuable business partner with the rest of the organization.
>
> Any ideas on what I could do on the third day? I've already got them looking
> at their 1999 plan to do an assessment on what they planned to do in 99-2000
> and what has yet to be done and what will they just not do.
>
> I could really use some suggestions.
>
> Best regards
> Esther Ewing
>
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U.Breitschuh  Pfaelzer Waldstr.70
              67551 Worms
Tel ++49-(0)6241-934680
Fax ++49-(0)6241-934684

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>From  Sat Sep 23 15:06:09 2000
Message-Id: <SAT.23.SEP.2000.150609.0100.>
Date: Sat, 23 Sep 2000 15:06:09 +0100
Reply-To: martinleith at theinnovationagency.com
To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
From: Martin Leith <martinleith at theinnovationagency.com>
Subject: Sincere thanks
In-Reply-To: <6ED92C7B9739D41192050000D110AF8E63F953 at EAGLE.CAPHEALTH.ORG>
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Laurel,

Many, many thanks for circulating your PowerPoint presentation. It took 22
minutes to download, but it was worth the wait.

Warm wishes,

Martin

Martin Leith
Chairman
The Innovation Agency Limited
34-36 St George's Road
Brighton BN2 1ED
Phone 01273 605061
Fax 01273 605043
email martinleith at theinnovationagency.com
Website www.theinnovationagency.com
Open Space section: www.theinnovationagency.com/openspace

The Innovation Agency supports corporate innovators and innovation activists
in creating radical innovations and turning their organisations into hotbeds
of innovation.

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