© Prof. Dr. Johann Risak

Department for Strategic Management

and Management Control

- Company Quality and the Archetyps of Quality Management -

© Prof. Dr. Johann Risak

AGENDAAGENDA

• Good Company Quality is the ultimate Goal

• Defining the Situation

– Four Energy Zones

• Research Findings (IfU)

– Dynamics of the Four Energy Zones

– Most important Levers

• Three different Archetyps of Leadership

• The Missing Link

• Company Quality and Agility

• Research Findings (IfU and Quality Austria)

– Conflicts between Quality Perceptions

• Conclusions

• References

Slide 2

© Prof. Dr. Johann Risak

Good Company Quality is the ultimate GoalGood Company Quality is the ultimate Goal

• In absence of good Company Quality the company is losing

– Energy,

– Freedom of Action and

– Direction.

• Company Quality represents the ability of the company to act

according to the requirements.

• Quality is free! (Source: Philip B. Crosby)

• You have to act according to the situation you are in and according to your leadership mandate. (Source: Lawrence Stybel and Maryanne Peabody)

Slide 3

© Prof. Dr. Johann Risak

Defining the SituationDefining the Situation

Slide 4

Aggression-zone

Passion-zone

Resignation-zone

Comfort-zone

Quality of Company Energy

High

Low

Negative Positive

Inte

nsit

y o

f C

om

pa

ny E

nerg

y

(Source: Heike Bruch/Sumantra Ghoshal)

The Four Energy ZonesThe Four Energy Zones

© Prof. Dr. Johann Risak

Research Findings IResearch Findings I

Slide 5

Dynamics of the Four Energy ZonesDynamics of the Four Energy Zones

Aggression-zone

24,3 %

Passion-zone

15,7%

Resignation-zone

20,0%

Comfort-zone

40,0%

Aggression-zone

42,6%

Passion-zone

23,5%

Resignation-zone

7,8%

Comfort-zone

26,1%

Aggression-zone

32,2%

Passion-zone

47,8%

Resignation-zone

1,7%

Comfort-zone

18,3%

PAST(- 3 years)

PRESENCE FUTURE(+ 3 years)

(Source: 115 datasets of my research project, work in progress, cluster analysis, big and small companies in Austria 2006-2007)

© Prof. Dr. Johann Risak

Research Findings IIResearch Findings II

Slide 6

Most important LeversMost important Levers

* MV: Mean Value classification from 1 (very good) to 5 (very bad), 3 means mediocre

(Source: 115 datasets of my research project, work in progress, cluster analysis, big and small companies in Austria 2006-2007)

!!

!!

!!

!!

!!

© Prof. Dr. Johann Risak

Three different Archetyps of LeadershipThree different Archetyps of Leadership

Slide 7

(Source: Lawrence Stybel and Maryanne Peabody)

© Prof. Dr. Johann Risak

The Missing LinkThe Missing Link

Slide 8

© Prof. Dr. Johann Risak

Company Quality and AgilityCompany Quality and Agility

Slide 9

The Agility TriangleThe Agility Triangle

Aggression-zone

Passion-zone

Comfort-zone

Quality of Company Energy

High

Low

Negative Positive

Inte

nsit

y o

f C

om

pa

ny E

nerg

y

(Source: Heike Bruch/Sumantra Ghoshal modified by Christoph Hermann)

© Prof. Dr. Johann Risak

Conflicts between Quality PerceptionsConflicts between Quality Perceptions

Slide 10

Three Zones – Three Quality Perceptions- Quality means: acting according to the requirements -

Three Zones – Three Quality Perceptions- Quality means: acting according to the requirements -

* MV: Mean Value classification from 1 (very good) to 5 (very bad), 3 means mediocre

(Source: 42 datasets of a joint research project with Quality Austria, cluster analysis, big and small companies in Austria 2007-2008)

??

??

??

??

??

??

??

??

© Prof. Dr. Johann Risak

Conclusions IConclusions I

Slide 11

A good Chances and Risks oriented Quality Management needs

• to know what the leadership mandate is,

• a good and well communicated strategy,

• good execution,

• good leadership according to the required archetyp of leadership,

• a strong „personnel flow“,

• competence and willingness to seperate from low performers,

• a high degree of spontaneous delivery of duties,

• well accepted systems and

• again and again the redefinition of strategic and operational goals

according to the situation we are in.

© Prof. Dr. Johann Risak

Good Company Quality means therefore the company should have a

high company agility, which makes it possible to meet the requirements

of the important Stakeholders and the situation the company is in.

Conclusions IIConclusions II

Slide 12

The Archetyps of the Leadership Mandates

• Good to be great,

• Continuity and

• Turnaround

require different types of Quality Management.

To put it in a nutshellTo put it in a nutshell

© Prof. Dr. Johann Risak

ReferencesReferences

Slide 13

Adizes, I. (1988): Corporate Lifecycles, Prentice Hall.

Bruch, H./Ghoshal, S. (2003): Unleashing Organizational Energy, in: MIT Sloan Management Review, Fall, p. 45-51.

Bryan, L. L./Joyce, C. I. (2007): Mobilizing Minds, McGraw-Hill.

Chan Kim, W./ Mauborne, R. (2003): Fair Process: Managing in the Knowledge Economy, in: Harvard Business Review, January, p. 127-136.

Crosby, P. B. (1979): Quality is free, New American Library.

Lind, J. C. (2008): Spiral Up, AMACOM.

Morgan, M./Levitt, R. E./Malek, W. (2007): Executing your Strategy, Harvard Business School Press.

Naisbitt, J. (2006): Mind Set!, Collins.

Risak, J./Iro, A. (2003): Dynamischer Mix der Archetypen Entrepreneur, Manager und Leader – ein Erfordernis der Zeit, in: Raich, M./Pechlaner, H./Hinterhuber, H. H. (Ed.) (2007): Entrepreneurial Leadership, p. 3-20.

Risak, J./Tweraser, S./Haddad, T. (1999): Agilität: Eine Voraussetzung zur Erneuerung, in: Siegwart, H./Mahari, J./Hill, W. (Ed.): Corporate Development, Wirtschaftsverlag, Bachem Köln u.a..