A talk on new organisational structures given at HR Tech Europe in Amsterdam, 2013.

1. What is the Role of
HR in Building More
Social Businesses?
LEE BRYANT
POST*SHIFT

2. POST*SHIFT - FOUNDRY / ADVISORY / VENTURES

3. The clue is in the name...

4. Humans (and some ducks) are resourceful, not resources

5. We went too far with the idea of scientific management

6. From hiring onwards, we are managing talent poorly

7. From hiring onwards, we are managing talent poorly

8. From hiring onwards, we are managing talent poorly

9. Process & structure can be barriers to getting things done

10. Trust is cheaper (and more effective) than control

11. Beyond Taylorism: productivity has gone quantum

12. Meanwhile, what is HR doing?

13. Meanwhile, what is HR doing?

14. Yet there are so many potential areas for HR to shine

15. Social Business: potentially
transformational, but software
alone cannot do the job

16. Social business is not just a technology solution...

17. But new tech & sharing culture create new possibilities

18. We now have many alternatives to cascading hierarchy

19. Some examples of extraordinary
organisational structures that
already exist:

20. Morning Star: efficiency through self-management

21. Kyocera: de-centralised ‘amoeba management’

22. Haier: another successful, adaptive Asian challenger

23. The Valve story: no management required

24. The Valve story: no management required

25. The Valve story: no management required

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. “... 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. “... 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. How do we get there from here?

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. Leadership is even more vital, but management is not

32. This is not your father’s ‘change programme’

33. Fractal structures and resilience at scale

34. A strong social fabric is needed for ‘tight & loose’ to work

35. Why is this not job #1 for HR professionals today?

36. Credits and references
Images:
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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
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Other references:
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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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