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LEADERSHIP IN A
DISTRIBUTED
ORGANIZATION
12.15.14
© ORBIT, 2014
Mark S. Bonchek, PhD
Mark S. Bonchek, Ph.D.
Founder and CEO, SHIFT Academy
Founder and Chief Catalyst, thinkORBIT
SVP, Communities and Networks...
Ongoing
Relationships
Beyond
Individual
Transactionswww.thinkORBIT.com
Social Learning Journeys
Updating Leaders’ Thinking
in a Digital Age
www.shiftacademy.com
We live in a
time of profound
disruption
Change is accelerating…
HOW DO WE NAVIGATE A
CHANGING LANDSCAPE?
WE NEED NEW MENTAL MAPS
20TH CENTURY: MASS PRODUCTION
EFFICIENCY AND STANDARDIZATION
SEPARATION AND SPECIALIZATION
“DISTRIBUTED OPERATIONS
CENTRALIZED CONTROL”
21ST CENTURY: MASS COLLABORATION
CREATIVITY AND CONNECTION
AGILITY AND ADAPTIVENESS
DISTRIBUTED EMPOWERMENT
DECENTRALIZED CONTROL
21st CENTURY ORGANIZATION
MATRIX
STEPPING ON TOES
FLATTENING THE ORGANIZATION
HERDING CATS
https://www.youtube.com/watch?v=m_MaJDK3VNE
ALIGNMENT
AUTONOMY
ALIGNMENT AND AUTONOMY
“EVERY TUB ON ITS OWN BOTTOM”
ONE HARVARD
NEW PERSPECTIVE
MECHANICAL MODELS
LEARNING FROM NATURE
FLOCKS
VIDEO
https://www.youtube.com/watch?v=XH-groCeKbE
SCHOOLS
https://www.youtube.com/watch?v=mOWnlwLUvKA
WHERE’S THE LEADER?
01
Stick Together
02
Follow Neighbors
03
Don’t Collide
PRINCIPLES
HUMAN ORGANIZATION
MILITARY
THE FOG OF WAR
DOCTRINE
“Fundamental principles by which
forces guide their actions in support
of objectives. It is authoritative but
req...
MISSION, GOALS, STRATEGY
RULES, POLICIES, PROCEDURES
DOCTRINE
MISSION, GOALS,
STRATEGY
RULES, POLICIES,
PROCEDURES
DOCTRINE
WHERE TO GO
WHAT TO DO
HOW TO DECIDE
IT TAKES A NETWORK
NETWORK DOCTRINE
Tenet 1: A robustly networked force improves
information sharing.
Tenet 2: Information sharing and collab...
DISRIBUTING HELICOPTERS
01
Listen First
02
Be Transparent
03
Obligation to Dissent
TRANSFORMATION
OTHER EXAMPLES
U.S. CONSTITUTION
Innovation comes from anywhere
Ship and iterate
Morph projects don’t kill them
Share as much information as you can
Creati...
SOFTWARE
EVENTS
NESTING DOCTRINE
Remain neutral.
Be considerate
Ignore all rules.
GENERAL PRINCIPLES
AUTHORSHIP PRINCIPLES
Write high-quality articles
Get along with other editors
Work efficiently together
Remain neutral.
B...
ACTION PLAN
Where do you need it?
What do you have already?
Who to involve?
When is it right?
What if it doesn’t work?
Fro...
HARVARD’S PROGRESS
“Christian saw three men fast asleep, with fetters upon
their heels. The name of one was Simple, of ano...
MARK BONCHEK, PHD
Founder & Chief Catalyst, ORBIT
thinkorbit.com | @markbonchek
mark@thinkorbit.com
Leadership in a Distributed Organization
Leadership in a Distributed Organization
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Leadership in a Distributed Organization

Presentation at Harvard University to Public Affairs and Communications team, December 2014

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Leadership in a Distributed Organization

  1. 1. LEADERSHIP IN A DISTRIBUTED ORGANIZATION 12.15.14 © ORBIT, 2014 Mark S. Bonchek, PhD
  2. 2. Mark S. Bonchek, Ph.D. Founder and CEO, SHIFT Academy Founder and Chief Catalyst, thinkORBIT SVP, Communities and Networks, Sears Holdings CEO, Truman Company COO, TomorrowLab@McKinsey Director of Research, Strategos Research Associate, MIT AI Lab Columnist, Harvard Business Review PhD, Harvard University AB, Princeton University
  3. 3. Ongoing Relationships Beyond Individual Transactionswww.thinkORBIT.com
  4. 4. Social Learning Journeys Updating Leaders’ Thinking in a Digital Age www.shiftacademy.com
  5. 5. We live in a time of profound disruption
  6. 6. Change is accelerating…
  7. 7. HOW DO WE NAVIGATE A CHANGING LANDSCAPE?
  8. 8. WE NEED NEW MENTAL MAPS
  9. 9. 20TH CENTURY: MASS PRODUCTION
  10. 10. EFFICIENCY AND STANDARDIZATION
  11. 11. SEPARATION AND SPECIALIZATION
  12. 12. “DISTRIBUTED OPERATIONS CENTRALIZED CONTROL”
  13. 13. 21ST CENTURY: MASS COLLABORATION
  14. 14. CREATIVITY AND CONNECTION
  15. 15. AGILITY AND ADAPTIVENESS
  16. 16. DISTRIBUTED EMPOWERMENT DECENTRALIZED CONTROL
  17. 17. 21st CENTURY ORGANIZATION
  18. 18. MATRIX
  19. 19. STEPPING ON TOES
  20. 20. FLATTENING THE ORGANIZATION
  21. 21. HERDING CATS https://www.youtube.com/watch?v=m_MaJDK3VNE
  22. 22. ALIGNMENT
  23. 23. AUTONOMY
  24. 24. ALIGNMENT AND AUTONOMY
  25. 25. “EVERY TUB ON ITS OWN BOTTOM”
  26. 26. ONE HARVARD
  27. 27. NEW PERSPECTIVE
  28. 28. MECHANICAL MODELS
  29. 29. LEARNING FROM NATURE
  30. 30. FLOCKS
  31. 31. VIDEO https://www.youtube.com/watch?v=XH-groCeKbE
  32. 32. SCHOOLS
  33. 33. https://www.youtube.com/watch?v=mOWnlwLUvKA
  34. 34. WHERE’S THE LEADER?
  35. 35. 01 Stick Together 02 Follow Neighbors 03 Don’t Collide PRINCIPLES
  36. 36. HUMAN ORGANIZATION
  37. 37. MILITARY
  38. 38. THE FOG OF WAR
  39. 39. DOCTRINE “Fundamental principles by which forces guide their actions in support of objectives. It is authoritative but requires judgment in application.“ NATO
  40. 40. MISSION, GOALS, STRATEGY RULES, POLICIES, PROCEDURES DOCTRINE
  41. 41. MISSION, GOALS, STRATEGY RULES, POLICIES, PROCEDURES DOCTRINE WHERE TO GO WHAT TO DO HOW TO DECIDE
  42. 42. IT TAKES A NETWORK
  43. 43. NETWORK DOCTRINE Tenet 1: A robustly networked force improves information sharing. Tenet 2: Information sharing and collaboration enhance the quality of information and shared situational awareness. Tenet 3: Shared situational awareness enables self-synchronization.
  44. 44. DISRIBUTING HELICOPTERS
  45. 45. 01 Listen First 02 Be Transparent 03 Obligation to Dissent TRANSFORMATION
  46. 46. OTHER EXAMPLES
  47. 47. U.S. CONSTITUTION
  48. 48. Innovation comes from anywhere Ship and iterate Morph projects don’t kill them Share as much information as you can Creativity loves constraints INNOVATION
  49. 49. SOFTWARE
  50. 50. EVENTS
  51. 51. NESTING DOCTRINE
  52. 52. Remain neutral. Be considerate Ignore all rules. GENERAL PRINCIPLES
  53. 53. AUTHORSHIP PRINCIPLES Write high-quality articles Get along with other editors Work efficiently together Remain neutral. Be considerate Ignore all rules.
  54. 54. ACTION PLAN Where do you need it? What do you have already? Who to involve? When is it right? What if it doesn’t work? Front line wants autonomy but management is afraid of giving up control Principles that guide decision-making (formal or informal) Convene a “Constitutional Convention” Specific enough to guide behavior; broad enough to allow freedom of action Correct the doctrine, not the person
  55. 55. HARVARD’S PROGRESS “Christian saw three men fast asleep, with fetters upon their heels. The name of one was Simple, of another Sloth, and of the third Presumption. Seeing them lie in this case, he went to them, if perhaps he might awake them, and cried, "I will help you off with your irons." With that they looked upon him, and began to reply: • Simple said, "I see no danger." • Sloth said, "Yet a little more sleep." • And Presumption said, "Every tub must stand upon his own bottom." And so they lay down to sleep again, and Christian went on his way.”
  56. 56. MARK BONCHEK, PHD Founder & Chief Catalyst, ORBIT thinkorbit.com | @markbonchek mark@thinkorbit.com

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