Rock Bands, Guitar Heroes And Management Theory
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Rock Bands, Guitar Heroes And Management Theory

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What do rock bands have to do with management? Groups and organizations, just like musicians, don’t all work and behave in the same way. In this presentation, I to the music industry to describe ...

What do rock bands have to do with management? Groups and organizations, just like musicians, don’t all work and behave in the same way. In this presentation, I to the music industry to describe four organizational archetypes—each with a different set of values and way of working. By understanding each of these work cultures, the culture you work in, and the work style that best fits you personally, we can make sense of the conflicts we face at work and become more effective at our job, whether we’re employees, managers or—rock stars!

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    Rock Bands, Guitar Heroes And Management Theory Rock Bands, Guitar Heroes And Management Theory Presentation Transcript

    • MANAGEMENT THEORY
    • STEPHEN P. ANDERSON poetpainter.com V.P. of Product Strategy & Design viewZi
    • I WORK WITH A GREAT TEAM AT VIEWZI...
    • Management Theory
    • Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
    • Q uestion #1 What do you do for a living?
    • Qu estion #2 Are you experiencing conflict or dissatisfaction at your work?
    • (Great. this presentation is for you!)
    • Where
this
all
started...
    • me, c. 1990 me, c. 1994
    • George Lucas Gene Roddenberry
    • RIPPING OFF...?
    • iffing! RIPPING r OFF...?
    • Management Theory
    • Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
    • THE PROBLEM WITH MOST MANAGEMENT THEORIES: they treat all people the same...!
    • Is Apple onto something that other companies aren’t?
    • “ Over the past 100 years, management theory has followed a smooth trajectory, from enslavement to empowerment. “Google-ism?” Taylorism
    • “ Jobs, by contrast, is a notorious micromanager... At most companies, the red-faced, tyrannical boss is an outdated archetype...
    • Huh? Google bad? Apple good?
    • “ The simple, obvious truth is that both Apple and Google have atypical strategies and cultures, and both companies have achieved atypical results. Imagine that.
    • Different personalities Different strengths (and weaknesses) Different needs Different businesses Different customers + Different partners =
    • Different personalities Different strengths (and weaknesses) Different needs Different businesses Different customers + Different partners = Differen t work cultures!
    • 4 WORK CULTURES:
    • 4 WORK CULTURES: As we go through this, ask yourself “Which culture am I working in?” “Which culture do I work best in?”
    • THE FRONTMAN
    • THE FRONTMAN
    • THE FRONTMAN “power”
    • THE FRONTMAN “power”
    • Dave
Grohl The “Frontman”
    • In October of 1994, Grohl scheduled studio time, again at Robert Lang's Studio, and quickly n recorded a fifteen-track demo. With the exceptio of a single guitar part on quot;X-Staticquot; played by Greg Dulli of the Afghan Whigs, Grohl performed Dave
Grohl all of the instruments himself... Grohl's demo was given a professional The “Frontman” mix...and was released in July of 1995 as the Foo Fighters' debut album.
    • Dave
Grohl The “Frontman”
    • In the midst of the initial sessions for the Foo Fighters' second album, tension emerged between Grohl and Goldsmith. According to Goldsmith, Dave
Grohl quot;Dave had me do 96 takes of one song, and I had to do thirteen hours' worth of takes on another one. ... It just seemed that everything I did The “Frontman” wasn't good enough for him, or anyone else.quot;
    • WHAT BUSINESSES REPRESENT THE FRONTMAN CULTURE?
    • typical of small companies & startups, but...
    • FRONTMEN? (AND WOMAN)
    • FRONTMEN? (AND WOMAN)
    • Jobs, by contrast, is a notorious micromanager. No product escapes Cupertino without meeting Jobs' exacting standards, which are said to cover such esoteric details as the number of screws on the bottom of a laptop and the curve of a monitor's corners. quot;He would scrutinize everything, down to the pixel level,quot; says Cordell Ratzlaff, a former manager charged with creating the OS X interface. FRONTMEN? (AND WOMAN)
    • FRONTMEN? (AND WOMAN)
    • FRONTMEN? (AND WOMAN)
    • George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that. -Henry Gilroy, Story Editor/Writer
    • George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that. -Henry Gilroy, Story Editor/Writer ...we had no idea how often we'd see George or how heavily he'd be involved... He's spent a lot of time with us and we've gotten to know him pretty well. He's great to work with. We're learning, really learning, a lot. I've never worked for somebody who's made me think outside of the box. That's the only way to accomplish the amazing things that need to be done on this show. -Catherine Winder, Producer
    • quot;What separates us from other camera companies is that the vision guy is the decisionmaker... That was one of my biggest advantages at Oakley, and it's the same at Red—I'm in the trenches, in the product development, and I make the final call. Red is a benevolent dictatorship.quot; -Jim Jannard
    • the boss is the one with the vision, (you execute on that vision)
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know”
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis)
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct cheap to run - low admin costs
    • the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct cheap to run - low admin costs the Media loves this archetype
    • NESSES
    • succession is a problem NESSES
    • succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) NESSES
    • succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous NESSES
    • succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous Frontmen tend to frequently change priorities and focus NESSES
    • succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous Frontmen tend to frequently change priorities and focus It’s difficult to influence the Frontman, but s/he will be influenced by external peers NESSES
    • “clubs of like-minded people introduced by like minded people”
    • THE ORCHESTRA
    • THE ORCHESTRA
    • THE ORCHESTRA “role”
    • THE ORCHESTRA “role”
    • WHAT BUSINESSES REPRESENT THE ORCHESTRA CULTURE?
    • uh... most businesses?
    • D’oh! (Sorry, this slide contained a videclip.) “Cogs in the machine” clip from The Incredibles.
    • 12.5 93 HOURS MINS
    • 12.5 93 HOURS MINS
    • 12.5 93 HOURS MINS
    • values order, rules, reason
    • values order, rules, reason working your way to the top is a goal
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource”
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top)
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical training is encouraged (to mold different types of people)
    • values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical training is encouraged (to mold different types of people) authority comes from your title/role
    • NESSES
    • inability to respond to change NESSES
    • inability to respond to change tendency to be overly bureaucratic and inefficient NESSES
    • inability to respond to change tendency to be overly bureaucratic and inefficient not good at inventing or innovating NESSES
    • http://www.toothpastefordinner.com/070806/manager-set-list.gif
    • great family good benefits stability leave at 5 clear separation of work/life you know what’s expected of you chance to move around within the organization access to resources (professionally & personally) big budgets
    • “excellent, when one can assume tomorrow will be like yesterday”
    • THE ROCK BAND
    • THE ROCK BAND
    • THE ROCK BAND “task”
    • THE ROCK BAND “task”
    • D’oh! (Sorry, this slide contained a videclip.) “Dueling Guitars” clip from August Rush
    • WHAT BUSINESSES REPRESENT THE ROCK BAND CULTURE?
    • theater groups design agencies improv groups agile teams MOST CREATIVE TEAMS advertising agencies screenwriters consultancies
    • Highly recommended! ) >
    • concerned with the continuous and successful solution of problems
    • concerned with the continuous and successful solution of problems performance = results
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble variety (not predictability fuels this group
    • concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble variety (not predictability fuels this group work well, when venturing into new situations
    • NESSES
    • often have a short life span NESSES
    • often have a short life span excessive independence can lead to irresponsibility NESSES
    • often have a short life span excessive independence can lead to irresponsibility repetition = death (bored by certainty) NESSES
    • often have a short life span excessive independence can lead to irresponsibility repetition = death (bored by certainty) often very expensive to run NESSES
    • “ask [this group] to manufacture pencils they will invent the best (or most expensive?) pencil known, or disrupt the process, or depart”
    • “Problem solving is a fine method of influence inside the task culture, but to influence another culture you have to play its games.”
    • “If I knew the answer to the problem before we started, I wouldn’t take on the project...”
    • D’oh! (Sorry, this slide contained a videclip.) Series of clips from The Pixar Story (documentary) commenting on various aspects of a rock band culture
    • OPPORTUNITY FOCUS Innovation! Revenue through Efficiency! PRIORITY new lines or higher margins Revenue through cost savings OPERATIONS FOCUS TIME Business Maturity Cycle
    • THE ROCK STARS
    • THE ROCK STARS
    • THE ROCK STARS “individuals”
    • THE ROCK STARS “individuals”
    • THE SMITHS ELECTRONIC THE THE MODEST MOUSE THE CRIBS JOHNNY MARR AND THE HEALERS
    • session musician and writing collaborator for artists including THE SMITHS Billy Bragg Bryan Ferry Talking Heads ELECTRONIC Pet Shop Boys Banderas Kirsty MacColl THE THE Moodswings K-Klass Electrafixion MODEST M People Beck Tom Jones MOUSE Bert Jansch Neil Finn Oasis THE CRIBS Beth Orton The Charlatans Pearl Jam JOHNNY Quando Quango Karl Bartos MARR AND Lisa Germano Jane Birkin THE HEALERS Transit Kings Crowded House Girls Aloud The Pretenders Black Grape
    • WHAT BUSINESSES REPRESENT THE ROCK STAR CULTURE?
    • most professionals- doctors, lawyers, architects, academics, consultants, etc.
    • A really bad caricature of the ‘Rock Star’...
    • D’oh! (Sorry, this slide contained a videclip.) “Miles Finch” clip from Elf
    • are in charge of their own destinies (they choose the projects they want to work on)
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures value personal freedom above all else
    • are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures value personal freedom above all else want to personally make a difference in the world (but aren’t sure how)
    • “this is the culture preferred by professionals. They can preserve their identity and their own freedom feeling owned by on.”
    • NESSES
    • expertise can lead to poisonous, idealogical wars among its professionals NESSES
    • expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) NESSES
    • expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way NESSES
    • expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way difficult to influence or change NESSES
    • expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way difficult to influence or change difficult to manage NESSES
    • THE RELATIONSHIP BETWEEN THE ROCK BAND AND THE ROCK STAR... EXPERIENCE Rock Bands Rock Stars I’m really excited by Do I want to do this? this idea! How will this help me grow?
    • Page / Plant Lennon / McCartney Morrissey / Marr Bono / The Edge Gilbert & Sullivan George & Ira Gershwin Richards/Jagger. StevenTyler/Joe Perry THE DUO? Rodgers and Hammerstein Roger Waters/David Gilmour Burt Bacharach/Hal David Thom Yorke/Johnny Greenwood Glenn Fry/Don Henley Stevie Nicks/Lindsey Buckingham Ann & Nancy Wilson Chris & Rich Robinson (Black Crows) Jerry Garcia/Bob Hunter Rick Nielsen/Robin Zander
    • “Which culture am I?”
    • Qu estion #1 What do you do for a living? “I work for X” “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
    • Qu estion #1 What do you do for a living? “I work for X” frontman “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
    • Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
    • Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], rock band with W. company” “I am a [developer]” or “I [design Web sites]”
    • Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], rock band with W. company” “I am a [developer]” or rock star “I [design Web sites]”
    • CLARIFICATION: This is a diagnostic tool, for understanding organizations Many organizations exhibit all cultures Organizations will have one dominant culture. This is a helpful tool to understand and navigate between these groups
    • APPLICATION Let’s mix and match...
    • quot;How do I manage a maverick employee?quot; quot;How do we prevent attrition following a merger & acquisition?quot; “Why are my boss and I always at odds?quot; quot;How do I manipulate that VP who is in the way of this project?quot; quot;Why am I so unhappy in this position-- I thought I'd be happier...quot; quot;What is the ideal job for me?quot; “Why did our company look outside for the new CEO?” “Can we grow our creative group without losing what makes us special?” “How do we balance a focus on optimization and innovation?” “I though hiring that [rock star] would give our small agency a creative kick in the pants-- why did this backfire?” “How can our large enterprise company support entrepreneurial ideas?” “How do you manage the creative process? (and control costs)” “How does a corporate company like ours attract top leaders in the industry? How do we retain them?” “Why does someone who is a high-performer in one company, do poorly elsewhere?”
    • what happens to visionaries inside corporate organizations?
    • D’oh! (Sorry, this slide contained a videclip.) Video clip from The Pixar Story (documentary) commenting on John Lasseter’s days at Disney in the 70’s
    • YOUR TURN!
    • 0. . The company had 60+ When I was at Yahoo!, I was head of practice development for design job was to look at each of product teams, each operating as a little business of its own. My ition, and try to find best these product groups, many of whom were acquired through acquis on how Yahoo could use practices. And then use those learnings to shape a perspective design at a corporate level in order to compete more effectively. D’oh! 60+ product groups doing A lot of this work was predicated on the (well founded) belief that of the practices of those things differently wasn’t very efficient. Perhaps we could take some p core processes that product groups that were most innovative, and use those to develo different products these would help the whole company. So I went around looking at the ed how they worked groups were creating. I studied the artifacts they made and observ g things with them. I divided together. And I participated in their culture, sometimes even makin keeping up. them into quartiles, those doing really innovative work to those barely you had to be there! Well, after studying these groups, I found some surprising things . First, that the groups doing groups. And they didn’t the most innovative work weren’t necessarily the biggest, best funded ence product designers, Attendees were given case studies for small group discussion. necessarily tend to be the ones staffed by the “best” or most experi be much useful knowledge to engineers, and managers. I also learned that there didn’t tend to groups would actually use be abstracted about the processes they used. Two or three or six one didn’t tend to work for very similar processes, but to different results. What worked for another. ssful groups was that they But one of the most important similarities I saw in the most succe sake of winning people over to tended to share a lot. Not to market their ideas internally for the But being excited about their point of view. Not getting people onboard with their agenda. relationships with other their work, and talking about it. That talking about it tended to create It exposed people to ideas people that made them more efficient in accomplishing their work.
    • FOR EACH: 1.Identify the work culture(s) involved 2.Identify the source of the conflict 3.What would you do in this situation?
    • LESSONS:
    • 1. One size fits all management is absurd
    • 1. One size fits all management is absurd • different people
    • 1. One size fits all management is absurd • different people • different contexts
    • 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues
    • 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation
    • 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations
    • 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations 5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)
    • 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations 5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles) 6. These innovators in turn need to value the role of maintenance and execution
    • 7. Common to all these cultures is the importance of having a shared belief system-- something everyone believes in!
    • http://www.poetpainter.com/thoughts/article/why-i-am-not-a-manager VISION MANTRA MISSION SHARED SENSE OF PURPOSE RAISON D’ETRE STRATEGIC INTENT BHAG “PUT A MAN ON THE MOON”
    • Stephen P. Anderson www.poetpainter.com www.slideshare.net/stephenpa
    • Stephen P. Anderson www.poetpainter.com www.slideshare.net/stephenpa