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boss is an outdated archetype...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 \"X-Static\" 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
\"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.\"

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. \"He would scrutinize everything, down to
the pixel level,\" 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

\"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.\"
-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...

\"How do I manage a maverick employee?\"
\"How do we prevent attrition following a merger & acquisition?\"
“Why are my boss and I always at odds?\"
\"How do I manipulate that VP who is in the way of this project?\"
\"Why am I so unhappy in this position-- I thought I'd be happier...\"
\"What is the ideal job for me?\"
“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