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Making work better (sometimes) - NixonMcInnes
 

Making work better (sometimes) - NixonMcInnes

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The slides from my talk

The slides from my talk

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  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved
  • http://www.guardian.co.uk/technology/pda/2011/aug/10/facebook-losing-users
  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved Continuous partial attention: what is it? What are distractions: phone, email etc. why is it bad? Opposite of flow. CPA=bad; Flow=good
  • http://www.flickr.com/photos/versicolor/1880313854/sizes/o/ No one bee knows the overall state of the system, no one bee knows exactly what is going on.
  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved Continuous partial attention: what is it? What are distractions: phone, email etc. why is it bad? Opposite of flow. CPA=bad; Flow=good
  • Open data
  • Open Book Accounting
  • Business planning
  • http://www.flickr.com/photos/rowmuse/295105745/sizes/z/
  • Rewards process
  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved Continuous partial attention: what is it? What are distractions: phone, email etc. why is it bad? Opposite of flow. CPA=bad; Flow=good
  • Feelings around transparency
  • The law tends to be behind…
  • Transparency is messy – the problems don’t all go away, but they do live in public. Shining lights on things creates huge mess and upset, but is the first step to fixing it.
  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved Continuous partial attention: what is it? What are distractions: phone, email etc. why is it bad? Opposite of flow. CPA=bad; Flow=good
  • Average happiness for the last financial year was 82% happy. There was an average of 11 balls per day (on days where there were any balls), so average 9 happy and 2 unhappy.
  • Copyright © Imparta Limited 2002 – 2008 All Rights Reserved Continuous partial attention: what is it? What are distractions: phone, email etc. why is it bad? Opposite of flow. CPA=bad; Flow=good

Making work better (sometimes) - NixonMcInnes Making work better (sometimes) - NixonMcInnes Presentation Transcript

  • Making workbetter(sometimes)@willmcinnes
  • This was us about a year ago Now 20 people in Brighton, UKPS. We are horribly imperfect – what follows is not perfection, but it is an attempt to improve ‘normal’ business.
  • These two books inspired howour company would behave. If you haven’t, read them. They are INSPIRING.
  • Brand/ PR Legal Client advertising DigitalInsight Engagement SMS Business HR teams (GBS/ BCE) Nixon Our Customer atInternal mission NixonMcInnes is to improve the Other service agencyMcInnes relationships between large organisations and comms the people that matter to them. We do this by helping these large organisations become social businesses.
  • Datacopter We like making things too.This is a realtime visualization of tweets around a Channel 4 programme called The Promise
  • The fun stuff
  • We value results – where youwork or when is less important to us. Some people call this ROWE.
  • The Wall of Win.Because praise matters and spontaneous P2P praise matters most.
  • Someone gave Clive the Shield of Win for beingexcellent. Now he has to pass it on.
  • Our clever technologists built NMStereo – a crowdsourced stereo hooked up to Twitter (currently broken :)
  • At ‘First Fridays’ we feed our brainswith talks from amazing speakers onmental health, geodesic art, activism and music, banking, improv etc etc.
  • Once a year we have the NM Summer Camp – peoplebring their partners, kids and pets. Sitting around a fire is good.
  • The tough stuff
  • Weekly KPIs We operate Open Book Accounting: everyone knows everything about thefinances. Each Monday morning, we see the forecast at the team standup – no secrets.
  • Everyone knows how much everyone else earns… Yep...
  • Budgeting and business planning are done democratically (this is just an early stage Business planning an away day) idea generation session at
  • We create small, decentralisedsub-teams to deal with specialist issues – there is a Rewards Team to manage the annual reviews process, for example (toughest job in the company)
  • • Fair? • Attractive? • Equitable? Ross published his PersonalDevelopment Plan• on the blog. He Affordable? did Illustration at uni.
  • For two years we have measured happinessevery day using 3 buckets and a load of tennis balls. It creates a currency for discussion and awareness.
  • On an away day a group came up with an• NM church of fail idea called ‘Church of Fail’ to celebrate failing. People admit a failure, and the congregation applaud. It is weird. And cathartic. No idea if it works.
  • Strange looking congregation. Who is in the window?• NM church of fail
  • Challenges
  • We are often very stressed. People can feel isolated.
  • We are all very busy. Some of this nice stuff is hard to hold onto when everything is a rush.
  • UK employment law isn’t exactly friendlytowards progressive business practices.
  • People still don’t always tidy up afterthemselves. Transparency is messy too. The problems don’t go away – in fact they can loom large.
  • Results?
  • We have an amazingly talented team, with very high levels of personal growth and retention. They rock.
  • We have been on the WorldBlu list of ‘Most democractic workplaces’ for 3 or 4 years, and I recently wrote a bookabout other progressive business practices at places like Gore, HCL, Grameen and more.
  • 2012 was a good year (but not an easy one)Income growth 20.3% Net margin 10.4% Happiness 82%
  • Say hello!@willmcinnesnixonmcinnes.co.ukCulture Shock available todayfor pre-order on Amazon