Resilience: Riding the Waves of Change. Transforming from Gutenberg to Google

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The industrial mindset with hierarchy and command and control was a phenomenal tool for organizing and achieving scale. The role of the manager was created to coordinate the moving parts. As organizations have grown in complexity and the speed of communication has accelerated the business cycle the role of the manager is under siege. They can't keep up with change or navigate the complexity or organizations. The result is the role becomes spoofed in shows like the Office or movies like Office Space.

Communication platforms now provide the coordination and the situational awareness that managers once offered. The military calls the new shift to Power to the Edge.

The presentation traces how shifting communication platforms dramatically change the rules for business.

Leader just have not caught up yet.

Published in: Business, Technology
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Resilience: Riding the Waves of Change. Transforming from Gutenberg to Google

  1. 1. July 2013 Resilience: Riding the Waves of Change
  2. 2. rmiller@tagconulting.org 214-498-3055
  3. 3. The Facts • Average life span of an S&P 500 company – 1938 – 60 years – 2012 – 15 years • 20 out of the last 30 largest insurance catastrophes in the last 60 years have occurred since 2001. • Digital Natives and Immigrants – 2013 – 65% of the workplace – Digital Immigrants – 2018 – 75% of the workplace – Digital Natives
  4. 4. 5 Key Points for Today • The Decoder Key to Being a Futurist • Gutenberg Hangover – Industrial Model is Still Here – Command and Control – Built-in Disengagement • Digital Natives and Digital Immigrants • Power to the Edge – Network Warfare • The Workplace Revolution – Re-Engagement
  5. 5. When the primary means of storing and distributing information changes… the whole world changes.
  6. 6. 2008
  7. 7. 2018
  8. 8. Command – Will Control – Aligning Responsibility with Authority
  9. 9. Old • Management • Proximity • Hierarchy • Specialization • Command/Control New • Communication Platform • Distributed Network • Pods • Situational Awareness • Mission Intent – Self Synchronization
  10. 10. 39 An individual’s social network affects their performance A communication relationship An individual Knowledge workers with large social networks tend to perform better than those with small personal networks. • Access to information • Can get things done Knowledge workers who span boundaries tend to perform better. • Access to different information • New information → new ideas • Gives them power This link is more valuable than this one yet takes the same time to maintain &
  11. 11. A team’s social network can predict performance Knowledge worker teams with “denser” social networks do better Team performance ≠ ∑individual performance   40    A B C D E
  12. 12. Survey Tool People are shown a list of who works in their area and asked to indicate how often they talked face to face with each individual.
  13. 13. “D” group in a traditional environment… 42 Analyst Formulator Arranged by discipline But lots of team building and GPM goals Result: Dense but siloed network = Low Innovation
  14. 14. Office: Large team
  15. 15. purpose • We believe design matters and plays a key role creating the context for engagement. It has the transforming power to address many of the chronic challenges leaders currently face. values • We value challenging the status quo, embracing positive outliers and coming together as a diverse coalition willing to tackle tough questions. mission • Our mission is to focus that belief to tackle the chronic challenge of high employee disengagement and the incredible waste of space. The two are linked.
  16. 16. Black Swans
  17. 17. Game Changers
  18. 18. Framework of a Narrative
  19. 19. 4th Place – Connect/Teach/Do
  20. 20. Outliers
  21. 21. Are the Seas of Today
  22. 22. rmiller@tagconulting.org 214-498-3055

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