Hello there!
@clayparkerjones
Study, develop, and spread adaptive ways of working and
organizing that accelerate meaningful progress for all.
@clayparkerjones
UNDERCURRENT ’S PURPOSE
Make organizations habitable
@clayparkerjones
MY PURPOSE
Gamification?
@clayparkerjones
SOOOO….
The workplace is already gamified
@clayparkerjones
Bosses
@clayparkerjones
OFFICE SPACE
Raids
@clayparkerjones
JUST GOOGLE “BOARD MEETING”
Scoring
@clayparkerjones
Rules
@clayparkerjones
TOM FISHBURNE
Every day, millions of people wake up and play
a boring RPG called “Professionalism”
@clayparkerjones
DOCTOROW
The organization is broken
@clayparkerjones
Why is it broken?
@clayparkerjones
CHANGE
@clayparkerjones
BRYNJOLFFSON, MCAFFEE
Computing Power
@clayparkerjones
@clayparkerjones
$0
$2,250,000,000,000
$4,500,000,000,000
$6,750,000,000,000
$9,000,000,000,000
1960 1974 1987 2001 2014
COST PER GIGAFLOP
TOP 500
BORING CHART, RIGHT?
@clayparkerjones
COST PER GIGAFLOP
$0
$1
$1,000
$1,000,000
$1,000,000,000
$1,000,000,000,000
1960 1974 1987 2001 2014
TOP 500
LOG S CALE!
B OOM!
+ Platforms (AK A Infrastructure)
@clayparkerjones
AU TOMAT TIC – SOME THING LIKE 250 PEOPLE REACHING A BILLION USERS!?
@clayparkerjones
EVANS
+ Networks (AK A Globalization)
+ higher highs & lows
@clayparkerjones
HDI: HEALTHY LIFE, GOOD EDUCATION, STANDARD OF LIVING
0
0.5
1
1938 1960 1980 2000
ROSER
OECD
REST/EUROPELATAMCHINAINDIA
S. AFRICA
N. AFRICAREST/ASIA
+ higher highs & lows
@clayparkerjones
ROSERIT ’S NOT PERFECT BU T IT ’S GE T TING BE T TER
+ fewer conflicts
@clayparkerjones
ROSER
= higher quality of life
@clayparkerjones
HOLY CRAP WHAT IF THE MAT TERNE T EXISTED?
= more oppor tunities
@clayparkerjones
WHY PAY FOR SCHOOL?
= easier to star t
@clayparkerjones
THIS IS INSTAGRAM @ $1BN VALUATION
= easier to scale
@clayparkerjones
ASYMCO
= more choice (For all users)
@clayparkerjones
= more complexity
@clayparkerjones
BAR-YAM
@clayparkerjones
= easier to fail
10% OF THE TOP 5,000 FIRMS ARE GONE EVERY YEAR
SHOULD WE EVEN TRY TO KEEP THEM ALIVE?
Designed to fail
@clayparkerjones
@clayparkerjones
-4.0
-2.0
0.0
2.0
4.0
6.0
8.0
1949
1953
1957
1961
1965
1969
1973
1977
1981
1985
1989
1993
1997
2001
2005
2009
2013
1948-‘73 1973-‘90 1990-‘07 2007-‘13
Output 4.00 3.10 3.60 1.10
Capital 3.70 4.20 4.10 1.40
Labor 1.00 1.90 1.60 -0.10
Productivity 2.10 0.50 1.20 0.70
Labor contribution doubling maybe every 50 years
Computing power doubling every 18 months
We clearly don’t know what we’re doing
@clayparkerjones
The organizations we have are broken
@clayparkerjones
Complex Adaptive Systems
@clayparkerjones
@clayparkerjones
Hierarchies &
Complication &
Silos &
Conformity &
▶︎ Predictability
▶︎ Control
▶︎ Profit
@clayparkerjones
Hierarchies & Networks
Complication & Emergence
Silos & Flow
Conformity & Experimentation
Uncertainty ▶︎ Predictability
Empowerment ▶︎ Control
Purpose ▶︎ Profit
Achievable at scale
@clayparkerjones
How?
@clayparkerjones
@clayparkerjones
Hierarchies & Networks
Complication & Emergence
Silos & Flow
Conformity & Experimentation
Uncertainty ▶︎ Predictability
Empowerment ▶︎ Control
Purpose ▶︎ Profit
Allow teams to self-organize
Reduce number of rules, increase their legitimacy
Work in public and push transparency
Undo the matrix with multidisciplinary teams
Make it easy to “ship”
Foster disposable metrics, projects and teams
Set purpose and property and watch what happens
@clayparkerjones
KNIBERG
Self-organizing Lean
Autonomous Multidisciplinary
@clayparkerjones
Continually reorganized on purpose, for users,
around projects
@clayparkerjones
@clayparkerjones
DIGNAN
ACTIVIT Y
PROFILE
SKILLS
RESOURCES
RESISTANCE
ACTION
FEEDBACK
BL
AC
K B
OX
OU
TCO
ME
S
OB
JEC
TIV
ES
@clayparkerjones
DIGNAN
SALES
ACHIEVER; L ACK OF FACULT Y
PREP; FOLLOW-THROUGH
RESOURCES
TIME; COMPE TITION
ACTION
DATA; POINTS
BL
AC
K B
OX
STAT
US,
LE
AD
S
OB
JEC
TIV
ES
@clayparkerjones
HOLACRACY
Toward a healthy, living organization
@clayparkerjones
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