Post on 13-Apr-2017
LLOYDS APRIL 2016
LLOYDS APRIL 2016
Let’s start with some mind reading.
Your organization struggles to keep up with the pace of change
“The market is changing faster than we are”
“Strategic plans are obsolete in a matter of weeks or months”
“Well-intended controls have become bureaucracy that is
slowing us down”
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Everyone is overwhelmed by the sheer complexity of your scale (or scaling)
“Even when valuable information comes to light, it
takes months–if ever–to act on”
“The deluge of email and meetings distracts us from actual
work”
“Our customers and partners find it difficult to do business
with us”
4
Your culture can frustrate your best people and turn off top prospects
“We can’t attract or retain the top talent we need”
“Our future leaders are constantly fighting against
processes and controls”
“Our people are reeling from constant re-orgs and pivots”
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LLOYDS APRIL 2016 6
The problem isn't you, or your people. It's your operating system.
LLOYDS APRIL 2016
Every organization has an operating system (OS).
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Inside are the simple rules on which everything runs.
STRUCTURE AUTHORITY
REWARDS
PROTOCOL DECISIONS
INFORMATION
RESOURCES
LLOYDS APRIL 2016
Unfortunately, many of our most important institutions are running on an OS developed over 100 years ago.
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A COMPLEX WORLD Sometime in the last 30 years this model of top-down decision making stopped working. Complexity, both inside and outside our organizations, has made things increasingly uncertain and unpredictable. The rate of change – both technological and social – is accelerating.
This world requires a new way of working and organizing. We need an OS that distributes authority, increases transparency, and embraces learning. The organization is reborn as a network, a team of teams capable of delivering both outcomes and meaning.
Everyone is a thinker now.
A COMPLICATED WORLD The operating system that most businesses run on was invented around 1909 by Frederick Taylor. The big idea was to divide the workforce into two groups: thinkers and doers. Managers should focus on optimizing productivity, planning, and training. Workers should focus on their individual output.
It worked. For decades, productivity soared. Corporations scaled to new heights. And the relationship between managers and workers, as well as a maniacal focus on efficiency, were burned into our consciousness.
LLOYDS APRIL 2016
Where would you plot your org?
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20th Century DESIGN FOR EFFICIENCY command-and-control
centralization top-down directives
strategic planning
21st Century DESIGN FOR ADAPTIVITY self-management decentralization outside-in leadership responsiveness
LLOYDS APRIL 2016
How does your org think about people?
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Theory X ON THE WHOLE, PEOPLE… dislike work, find it boring, will avoid it if they can must be forced or coerced to make the right effort would rather be directed than accept responsibility are motivated mainly by money and job security have little creativity, except for getting around rules
Theory Y ON THE WHOLE, PEOPLE…
need and want to work can self-direct in pursuit of a shared goal
will seek responsibility and thrive on it are motivated by the desire to fulfill potential are highly creative, under the right conditions
MCGREGOR 1960
LLOYDS APRIL 2016
A new class of company is leading the way.
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WL GORE NETFLIXSPOTIFY WHOLE FOODSGOOGLE
VALVE SEMCOMORNINGSTAR BUURTZORGRED HAT
“disruptors”
“exploit new technologies and approaches”
“faster than the competition”
“see things others don’t see”
“faster”
“unique culture”“maniacal customer focus”
“always changing”
“learning organization” “self-organized”“teal”
“lean” “agile”
LLOYDS APRIL 2016
It all starts with new kinds of teaming.
LLOYDS APRIL 2016
FROM DAVE GRAY
LLOYDS APRIL 2016
FROM SPOTIFY & HENRIK KNIBERG
LLOYDS APRIL 2016
FROM SPOTIFY & HENRIK KNIBERG
LLOYDS APRIL 2016
FROM HOLACRACY