What is the Role of
HR in Building More
Social Businesses?

LEE BRYANT

POST*SHIFT
POST*SHIFT - FOUNDRY / ADVISORY / VENTURES
The clue is in the name...
Humans (and some ducks) are resourceful, not resources
We went too far with the idea of scientific management
From hiring onwards, we are managing talent poorly
From hiring onwards, we are managing talent poorly
From hiring onwards, we are managing talent poorly
Process & structure can be barriers to getting things done
Trust is cheaper (and more effective) than control
Beyond Taylorism: productivity has gone quantum
Meanwhile, what is HR doing?
Meanwhile, what is HR doing?
Yet there are so many potential areas for HR to shine
Social Business: potentially
transformational, but software
alone cannot do the job
Social business is not just a technology solution...
But new tech & sharing culture create new possibilities
We now have many alternatives to cascading hierarchy
Some examples of extraordinary
organisational structures that
already exist:
Morning Star: efficiency through self-management
Kyocera: de-centralised ‘amoeba management’
Haier: another successful, adaptive Asian challenger
The Valve story: no management required
The Valve story: no management required
The Valve story: no management required
“Valve has no formal management or
hierarchy at all ... Now, I can tell you
that, deep down, you don’t really
believe that...
“... it takes new hires about six
months before they fully accept
that no one is going to tell them
what to do, that no ma...
“... it is their responsibility, and
theirs alone, to allocate the most
valuable resource in the company
– their time – by...
How do we get there from here?
Protected spaces provide a low-risk starting point
Performance

ALPHA

Services GOV.UK performance Transactions Explorer
G...
Recent news

Policies

Protected spaces provide a low-risk starting pointchart view)
1116 recent news items (76 in
Filter:...
Leadership is even more vital, but management is not
This is not your father’s ‘change programme’
Fractal structures and resilience at scale
A strong social fabric is needed for ‘tight & loose’ to work
Why is this not job #1 for HR professionals today?
Credits and references
Images:
http://i.imgur.com/5mHPnj9.png
http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-wor...
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Lee Bryant,PostShift - Building Socially Calibrated Businesses

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Lee Bryant,PostShift - Building Socially Calibrated Businesses

  1. 1. What is the Role of HR in Building More Social Businesses? LEE BRYANT POST*SHIFT
  2. 2. POST*SHIFT - FOUNDRY / ADVISORY / VENTURES
  3. 3. The clue is in the name...
  4. 4. Humans (and some ducks) are resourceful, not resources
  5. 5. We went too far with the idea of scientific management
  6. 6. From hiring onwards, we are managing talent poorly
  7. 7. From hiring onwards, we are managing talent poorly
  8. 8. From hiring onwards, we are managing talent poorly
  9. 9. Process & structure can be barriers to getting things done
  10. 10. Trust is cheaper (and more effective) than control
  11. 11. Beyond Taylorism: productivity has gone quantum
  12. 12. Meanwhile, what is HR doing?
  13. 13. Meanwhile, what is HR doing?
  14. 14. Yet there are so many potential areas for HR to shine
  15. 15. Social Business: potentially transformational, but software alone cannot do the job
  16. 16. Social business is not just a technology solution...
  17. 17. But new tech & sharing culture create new possibilities
  18. 18. We now have many alternatives to cascading hierarchy
  19. 19. Some examples of extraordinary organisational structures that already exist:
  20. 20. Morning Star: efficiency through self-management
  21. 21. Kyocera: de-centralised ‘amoeba management’
  22. 22. Haier: another successful, adaptive Asian challenger
  23. 23. The Valve story: no management required
  24. 24. The Valve story: no management required
  25. 25. The Valve story: no management required
  26. 26. “Valve has no formal management or hierarchy at all ... Now, I can tell you that, deep down, you don’t really believe that last sentence. I certainly didn’t when I first heard it. How could a 300-person company not have any formal management?”
  27. 27. “... it takes new hires about six months before they fully accept that no one is going to tell them what to do, that no manager is going to give them a review, that there is no such thing as a promotion or a job title or even a fixed role...”
  28. 28. “... it is their responsibility, and theirs alone, to allocate the most valuable resource in the company – their time – by figuring out what it is that they can do that is most valuable for the company, and then to go do it.”
  29. 29. How do we get there from here?
  30. 30. Protected spaces provide a low-risk starting point Performance ALPHA Services GOV.UK performance Transactions Explorer GOV.UK overview Departments and policy GOV.UK performance Departments and policy Departments and policy content had 1.46 million visitors last week, a decrease of 2% from the week before Web traffic Weekly unique visitors Unique visitors per week to departments and policy
  31. 31. Recent news Policies Protected spaces provide a low-risk starting pointchart view) 1116 recent news items (76 in Filter: keyword or title chart table News items updated in last 2 months; items with fewer than 1000 views not shown More views Less engaged More engaged 14% 85% Fewer views Size of items based on number of views Colour of items based on engagement level Data sources News engagement criteria GOV.UK engagement criteria measured with Google Analytics User spends at least 30 seconds on the page, or clicks on a link within the body of the page. Is there anything wrong with this page?
  32. 32. Leadership is even more vital, but management is not
  33. 33. This is not your father’s ‘change programme’
  34. 34. Fractal structures and resilience at scale
  35. 35. A strong social fabric is needed for ‘tight & loose’ to work
  36. 36. Why is this not job #1 for HR professionals today?
  37. 37. Credits and references Images: http://i.imgur.com/5mHPnj9.png http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/ http://www.flickr.com/photos/tinkerszone/3948664111 http://i.imgur.com/Qr3xx.jpg http://www.flickr.com/photos/lancefisher/4704384949 http://www.flickr.com/photos/featheredtar/2302651444 http://www.flickr.com/photos/dce76/159422716 http://www.flickr.com/photos/davegray/8194170066 http://www.flickr.com/photos/67705205@N00/790277620 http://weareus.co.uk/portfolio/human-chicken http://www.flickr.com/photos/davegray/8194170066/ http://www.current.com.au/2012/09/26/article/Haier-Learning-An-inside-look-at-Haiers-short-marriage-to-Fisher-Paykel/NFZBKHSEQP Other references: http://pro.gigaom.com/blog/a-major-wave-of-hr-software-buying-going-on-but-its-just-a-repeat-not-a-revolution/ http://www.forbes.com/sites/jeannemeister/2013/01/03/2013-the-year-of-social-hr/ http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/
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