This document discusses autonomy and the future of work. It describes how there is a new way of working that is spreading, driven by $657 billion in value. A responsive operating system framework is outlined that focuses on purpose, process, people, platform, product, and more. The document also discusses what Undercurrent does to promote autonomy, such as edge re-orgs, new salary tracks, and helping employees find the best opportunities even if outside the company. It analyzes command and control, high rule density, strong damping, and tight dependencies seen in other organizations and how responding operating system traits like decentralization, simple rules, and adaptivity can help.
11 Digital Transformation Quotes To Lead Change & Inspire Actionkintone
Digital transformation is a ubiquitous, sometimes confusing phrase appearing everywhere these days from conference sessions to consulting groups. Whether you consider it an exhausted buzzword or an evolving disruptive trend, it can't be ignored.
In today’s knowledge-based, global economy, leveraging internal and external talent has never been more important. Read on to see the future of the open talent economy.
We spend a lot of time talking about how technology-driven innovation is defining the future of business. But how does that manifest itself in the workplace? In order to paint that picture, we asked a series of thought leaders and experts what they envision for the future of work. This presentation is a collection of their responses.
Collaboration can be defined as the process whereby people work together. Traditionally this also meant being together, at the same time and place. Now, with new technology, connectivity and the ‘death of distance’, collaboration is being redefined as the experience of people working together, sharing ideas, data and analysis to develop collective solutions. What has changed is that people no longer need to sit together in the same space to undertake collaborative work.
11 Digital Transformation Quotes To Lead Change & Inspire Actionkintone
Digital transformation is a ubiquitous, sometimes confusing phrase appearing everywhere these days from conference sessions to consulting groups. Whether you consider it an exhausted buzzword or an evolving disruptive trend, it can't be ignored.
In today’s knowledge-based, global economy, leveraging internal and external talent has never been more important. Read on to see the future of the open talent economy.
We spend a lot of time talking about how technology-driven innovation is defining the future of business. But how does that manifest itself in the workplace? In order to paint that picture, we asked a series of thought leaders and experts what they envision for the future of work. This presentation is a collection of their responses.
Collaboration can be defined as the process whereby people work together. Traditionally this also meant being together, at the same time and place. Now, with new technology, connectivity and the ‘death of distance’, collaboration is being redefined as the experience of people working together, sharing ideas, data and analysis to develop collective solutions. What has changed is that people no longer need to sit together in the same space to undertake collaborative work.
Work Isn't Working: The Future of Work 2016 ReportNOBL
Business leaders are struggling to catch up, and keep up, with the changes demanded by the modern marketplace. Meanwhile, employees are prevented from reaching their full potential due to outdated management approaches. In this report, we identify the three questions leaders must address to succeed in the future of work.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
The Future of… is a series designed to give readers insight into some of today’s biggest topics. futurethink sifts through all the noise to uncover the fundamental trends that will affect your organization over the next few years. In this issue, we explore The Future of Social Networks
This is the first part of a piece of work that I’m doing to define a Pattern Language for Organizations. It sets the context for a bold hypothesis – that organizations are fundamentally broken – and a candidate set of performance criteria. From here, it’s about aggregating functional patterns. I’d love your help!
Presented at Planningness 2015
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
The future of work is about more than technology. It’s about employees, managers, the company, and technology. This presentation takes a look at all of these areas from the past and compares them to what the future should and will look like. Leaders at organizations around the world are exploring how the changes in behavior and technology are impacting the way we work and this provides some context around those changes. Chess Media Group works with and has relationships with some of the world’s largest and most forward thinking companies. This presentation is based on observations and discussions with those companies.
SAP Inside Track Wroclow - Bluetooth the WorldCraig Cmehil
Short presentation with an IoT device to show how a remote environment can benefit from the use of Bluetooth technology to gather and collect data.
Sources include Wikipedia, Bluetooth Org
More design clarity. Less redesign time. What if methods like Pair Design could increase the efficiency of your team and the quality of your products? Karl Dotter will explain his hypothesis on Pair Design, how he teamed up with Co-Founder Jason Hreha and what to do to start practicing pairing with members of your team. You’ll also find out how to participate in P.A.I.R (Pairers Against Inefficiency and Rework), a fun research program we’re working on which will help quantify the benefits of Pairing.
Venture-Capital-Broschüre. Wenn Ideen groß werdenBVK
Venture Capital stärken heißt Gründer fördern!
Am Anfang stehen die Idee und ein Team von Gründern, das den Erfolg fest im Blick hat. Mit einer Venture-Capital-Gesellschaft als Sparringspartner bekommen die Unternehmer Know-how und Kapital, um ihren Ideen Taten folgen zu lassen. Viele erfolgreiche Start-ups hat die deutsche Gründerszene in den letzten Jahren hervorgebracht – einige davon finden Sie in dieser Broschüre.
Die zweite Ausgabe des REAL ESTATE BRAND BOOK steht ganz im Zeichen der TOP Real Estate Brands im europäischen Vergleich sowie der Standardisierung der Marken-Wert-Modelle und Ihrer Relevanz im Rahmen der Marken- und Unternehmensführung.
Darüber hinaus werden, wie schon in der ersten Ausgabe, die TOP 5 Ergebnisse des EUREB-Brand Rankings veröffentlicht. Die jährlich durchgeführte REAL ESTATE BRAND VALUE STUDY – die größte empirische Marken-Wert-Studie der Immobilienwirtschaft evaluiert rund 800 Marken aus insgesamt 11 Teilbranchen.
Ecosystem for Business (Evert Jan van Hasselt & Pauline Romanesco)everthas
In Ecosystem for Business Evert Jan van Hasselt and Pauline Romanesco show what organizations can learn from ant colonies. A completely new organizational concept is the result, with cooperation based on cocreation, self organization and mutual trust.
Social Business Innovation & Legacy SystemsJane Young
A journey through the legacy systems that destroy value in our organisations - from email overload and endless meetings, to fear culture and wheel reinvention.
Work Isn't Working: The Future of Work 2016 ReportNOBL
Business leaders are struggling to catch up, and keep up, with the changes demanded by the modern marketplace. Meanwhile, employees are prevented from reaching their full potential due to outdated management approaches. In this report, we identify the three questions leaders must address to succeed in the future of work.
The Collaborative Organization ManifestoJacob Morgan
A free ebook which serves as a pre-cursor to my book, The Collaborative Organization. The way we work is changing. New behaviors and technologies are entering the enterprise and organizations are struggling to adapt to these changes. This ebook is the first step in providing a resource that can help evolve businesses into Collaborative Organization's.
The Future of… is a series designed to give readers insight into some of today’s biggest topics. futurethink sifts through all the noise to uncover the fundamental trends that will affect your organization over the next few years. In this issue, we explore The Future of Social Networks
This is the first part of a piece of work that I’m doing to define a Pattern Language for Organizations. It sets the context for a bold hypothesis – that organizations are fundamentally broken – and a candidate set of performance criteria. From here, it’s about aggregating functional patterns. I’d love your help!
Presented at Planningness 2015
Gain knowledge about the Future of Work(ers) in an on-demand economy. Understand how baby boomers are retiring and exiting the workforce in mass, and the Millennials are taking their place. Learn how job and career expectations have changed because of the shift. This includes workplace expectations, how people are searching for jobs, and how companies are hiring. See in detail how this shift is being driven by mobile app adoption and technology. #YourFutureWorkforce www.shiftgig.com/future
The future of work is about more than technology. It’s about employees, managers, the company, and technology. This presentation takes a look at all of these areas from the past and compares them to what the future should and will look like. Leaders at organizations around the world are exploring how the changes in behavior and technology are impacting the way we work and this provides some context around those changes. Chess Media Group works with and has relationships with some of the world’s largest and most forward thinking companies. This presentation is based on observations and discussions with those companies.
SAP Inside Track Wroclow - Bluetooth the WorldCraig Cmehil
Short presentation with an IoT device to show how a remote environment can benefit from the use of Bluetooth technology to gather and collect data.
Sources include Wikipedia, Bluetooth Org
More design clarity. Less redesign time. What if methods like Pair Design could increase the efficiency of your team and the quality of your products? Karl Dotter will explain his hypothesis on Pair Design, how he teamed up with Co-Founder Jason Hreha and what to do to start practicing pairing with members of your team. You’ll also find out how to participate in P.A.I.R (Pairers Against Inefficiency and Rework), a fun research program we’re working on which will help quantify the benefits of Pairing.
Venture-Capital-Broschüre. Wenn Ideen groß werdenBVK
Venture Capital stärken heißt Gründer fördern!
Am Anfang stehen die Idee und ein Team von Gründern, das den Erfolg fest im Blick hat. Mit einer Venture-Capital-Gesellschaft als Sparringspartner bekommen die Unternehmer Know-how und Kapital, um ihren Ideen Taten folgen zu lassen. Viele erfolgreiche Start-ups hat die deutsche Gründerszene in den letzten Jahren hervorgebracht – einige davon finden Sie in dieser Broschüre.
Die zweite Ausgabe des REAL ESTATE BRAND BOOK steht ganz im Zeichen der TOP Real Estate Brands im europäischen Vergleich sowie der Standardisierung der Marken-Wert-Modelle und Ihrer Relevanz im Rahmen der Marken- und Unternehmensführung.
Darüber hinaus werden, wie schon in der ersten Ausgabe, die TOP 5 Ergebnisse des EUREB-Brand Rankings veröffentlicht. Die jährlich durchgeführte REAL ESTATE BRAND VALUE STUDY – die größte empirische Marken-Wert-Studie der Immobilienwirtschaft evaluiert rund 800 Marken aus insgesamt 11 Teilbranchen.
Ecosystem for Business (Evert Jan van Hasselt & Pauline Romanesco)everthas
In Ecosystem for Business Evert Jan van Hasselt and Pauline Romanesco show what organizations can learn from ant colonies. A completely new organizational concept is the result, with cooperation based on cocreation, self organization and mutual trust.
Social Business Innovation & Legacy SystemsJane Young
A journey through the legacy systems that destroy value in our organisations - from email overload and endless meetings, to fear culture and wheel reinvention.
Transitioning a bunch of techies is not very easy and Management as a skills is a lot more about the thinking skills and solutioning involving several skills intellectuals. Manager training deals with the parameters and traits of the designated to deal with the productive orientation of otherwise highly skilled and focused professionals.
[Whitepaper] The “Theory of Constraints:” What’s Limiting Your Organization?Flevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/theory-of-constraints-1883
The Theory of Constraints (TOC) is a methodology for identifying the most important limiting factor — i.e. constraint — and systematically improving it. It was developed by Dr. Eliyahu Goldratt, introduced in 1984 book, The Goal.
TOC differs from traditional management views, in that traditional methods seek to make improvements throughout the organization. They divide the organization into smaller, more manageable pieces. The objective, thus, is to maximize the performance of each part, resulting in global improvement.
On the other hand, TOC takes a more focused approach. Instead of improving everywhere, the TOC approach seeks only to improve the few variables (or constraints) that have the largest impact on the organization’s performance. By trying to improve everything everywhere, the risk is that nothing will be improved that really counts. TOC follows the adage “a chain is no stronger than its weakest link.” An interesting phenomenon about chains is that strengthening any link except the weakest one does not improve the strength of the whole chain. Strengthening the weakest link produces an immediate increase in the strength of the whole chain, but only up to the level of the next weakest link.
There are 3 types of constraints that exist in an organization:
Capacity Constraint. This constraint occurs when a resource which cannot provide timely capacity as demanded by the system.
Market Constraint. This is when the amount of customers orders is not sufficient to sustain the required growth of the system.
Time Constraint. This occurs when the response time of the system to the requirement of the market is too long to the extent that it jeopardizes the system’s ability to meet its current commitment to its customers as well as the ability of winning new business.
Learn from the lessons from decades of real experience with real (and successful) BPM initiatives for taking BPM from promise to practice. This will be great primer for beginners and will provide new insight & fresh ideas for people with experience in BPM.
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organization.
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
Rest assured, you will never think about business in the same way again. Learn new methods which you can take back and apply immediately into your organisation.
Learn to Apply process diagnostics to existing processes, calculate causes of work
and points of failure, and identify actions that can be taken to improve them. Develop a
structured approach accessible by everyone in the organization to enable immediate
and significant performance improvements. Create a sustainable operational and
strategic method suitable for both dramatic and steady state improvements.
20Incremental Analysis CHAPTER PREVIEW Companies of all so.docxlorainedeserre
20
Incremental Analysis
CHAPTER PREVIEW
Companies of all sorts must make product decisions. Oral‐B Laboratories opted to produce a new, higher‐priced toothbrush. General Motors announced the closure of its Oldsmobile Division. This chapter explains management's decision‐making process and a decision‐making approach called incremental analysis. The use of incremental analysis is demonstrated in a variety of situations.
Keeping It Clean
When you think of new, fast‐growing, San Francisco companies, you probably think of fun products like smartphones, social networks, and game apps. You don't tend to think of soap. In fact, given that some of the biggest, most powerful companies in the world dominate the soap market (e.g., Proctor & Gamble, Clorox, and Unilever), starting a new soap company seems like an outrageously bad idea. But that didn't dissuade Adam Lowry and Eric Ryan from giving it a try. The long‐time friends and former roommates combined their skills (Adam's chemical engineering and Eric's design and marketing) to start Method Products. Their goal: selling environmentally friendly soaps that actually remove dirt.
Within a year of its formation, the company had products on the shelves at Target stores. Within 5 years, Method was cited by numerous business publications as one of the fastest‐growing companies in the country. It was easy—right? Wrong. Running a company is never easy, and given Method's commitment to sustainability, all of its business decisions are just a little more complex than usual. For example, the company wanted to use solar power to charge the batteries for the forklifts used in its factories. No problem, just put solar panels on the buildings. But because Method outsources its manufacturing, it doesn't actually own factory buildings. In fact, the company that does Method's manufacturing doesn't own the buildings either.
Solution
—Method parked old semi‐trailers next to the factories and installed solar panels on those.
Since Method insists on using natural products and sustainable production practices, its production costs are higher than companies that don't adhere to these standards. Adam and Eric insist, however, that this actually benefits them because they have to be far more careful about controlling costs and far more innovative in solving problems. Consider Method's most recently developed laundry detergent. It is 8 times stronger than normal detergent, so it can be sold in a substantially smaller package. This reduces both its packaging and shipping costs. In fact, when the cost of the raw materials used for soap production recently jumped by as much as 40%, Method actually viewed it as an opportunity to grab market share. It determined that it could offset the cost increases in other places in its supply chain, thus absorbing the cost much easier than its big competitors.
In these and other instances, Adam and Eric identified their alternative courses of action, determined what was relevant to each c ...
One of the most challenging issues in BPM is not the question of "If" it is the question of "How." This two-day program will focus on how to do design and implement efficient and effective business processes, to more effectively support the way our enterprises are adapting.
De nombreuses définitions existent au sujet du Cloud Computing et les fournisseurs les cadrent selon une perspective technique, faisant passer le concept à un mot à la mode (Buzz word) égarant ainsi les décideurs, hommes d'affaires et leur laissant une idée confuse de son importance concurrentielle pour l'entreprise.
Ce livre blanc interactif a pour intention d'expliquer le concept du "Cloud Computing", la définition du concept et les technologies principales sur lesquelles le Cloud Computing est fondé.
Il vous présentera les contraintes et les facteurs de l'environnement d'aujourd'hui qui peuvent motiver l'adoption réussie du Cloud Computing dans la stratégie d‘une entreprise.
When we consider digital disruption many companies turn to technology (digital) to address the challenge. However, business model innovation is as important when it comes to responding to market disruption. Moreover, in the same way that we consider digital innovation to enable continuous evolution of available technologies, business model innovation should follow the same model. This interview with Serguei Netessine (Chaired Professor of Global Technology and Innovation at INSEAD) provides his perspectives on business model innovation in an age being disrupted by digital.
DIGITAL LEADERSHIP: An interview with Serguei Netessine Chaired Professor of ...Capgemini
Serguei Netessine is The Timken Chaired Professor of Global Technology and Innovation at INSEAD and the Research Director of the INSEAD-Wharton alliance. Before joining INSEAD in 2010, Professor Netessine was a faculty member at the Wharton School, University of Pennsylvania. He has co-authored dozens of publications in prominent management journals. His latest book - “The Risk-Driven Business Model: Four Questions that will Define Your Company” (www.defineyourcompany.com) - co-authored with Professor Karan Girotra of INSEAD, provides a toolkit to help organizations design innovative business models. Capgemini Consulting spoke with Professor Netessine to understand how companies
should adapt their business models to survive digital disruptions.
Read details here: http://clayparkerjones.com/2015/09/the-new-model-for-scaling-a-company/
The existing models have left us with dreary workplaces, deep inequality, and an erosion of human dignity. We need a new model – new performance criteria and new tools – to solve the problem of organizing humans at work.
The way we do strategy today is ridiculous. Decks on decks on decks that people approve but never revisit. Let's try to incorporate strategy into everything we do.
I presented this deck—ranging from weather modification and hurricanes, through chaos theory, to digital advertising, to digital experimentation.
My proposal: a system of digital experiments, owned and run by planners and strategists, to isolate the interesting variables that make a difference in the online world.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
3. AUTONOMY – FUTURE OF WORK PAGE 3
IT’S SPREADING: THERE’S A NEW WAY OF WORKING
4. AUTONOMY – FUTURE OF WORK PAGE 4
$181B
$10B
$4B
$1B
$3.5B
$18B
$20B
$8B
$.5B
$369B
$4B
$38B
AND IF YOU HAVEN’T REALIZED IT, THE CHANGE IS DRIVING VALUE. THIS SLIDE CONTAINS $657B
5. AUTONOMY – FUTURE OF WORK PAGE
5P
PURPOSE
PROCESS
PEOPLE
PLATFORM
PRODUCT
VISIONARY
over
Commercial
LEAN
over
Large
OPEN
over
Closed
LEARNING
over
Sustaining
EMERGENT
over
Controlled
FRAMEWORK
5
THIS IS THE RESPONSIVE OPERATING SYSTEM
6. AUTONOMY – FUTURE OF WORK PAGE 6
CONNECTING
ACTIONS TO
"THE GOOD”
Me doing work that serves
individual/group purpose
SELF-GOVERNANCE
Me deciding what I do with my time
8. AUTONOMY – FUTURE OF WORK PAGE 9
EDGE RE-ORG
WHAT WE DO AT UNDERCURRENT
Organizing on-purpose at the edges of the
organization (not just top-down) ensures that
we’re not designing disengaging structures
into our organization.
9. AUTONOMY – FUTURE OF WORK PAGE 10
NEW TRACKS
WHAT WE DO AT UNDERCURRENT
A larger base salary band for Senior Strategists allows
specialists and makers to stay engaged longer, as they
don’t have to jump into “management” to keep
growing their extrinsic reward.
10. AUTONOMY – FUTURE OF WORK PAGE 11
OKR-DRIVEN RAISES
WHAT WE DO AT UNDERCURRENT
More frequent, results-oriented base salary raises
take into account constant growth, and eliminate the
“house advantage” over workers.
11. AUTONOMY – FUTURE OF WORK PAGE 12
HIGH EQUALITY » TRUST
WHAT WE DO AT UNDERCURRENT
More salary equality in our system means we’re able
to keep talent density very high, especially where it
really counts: facing the customer.
12. AUTONOMY – FUTURE OF WORK PAGE 13
UCU
WHAT WE DO AT UNDERCURRENT
Trimesterly offsite meetings bring group alignment
and allow open discussion of core issues. Fixing
problems doesn’t have to be a shameful leadership
challenge, especially in a high-equality environment.
13. AUTONOMY – FUTURE OF WORK PAGE 14
LAUNCHPAD
WHAT WE DO AT UNDERCURRENT
Instead of trying as hard as we can to keep people
at UC – even if that would be better for the business
– we try to help our team members do the best
possible thing for them, even if that’s with another
company. ETSY
ARNOLD
COLLECTIVEI
BLACKROCK
WONDERSAUCE
PIVOTAL LABS
14. AUTONOMY – FUTURE OF WORK PAGE 15
WHAT WE SEE OUT THERE
COMMAND & CONTROL
Strong manager-employee decision systems are good
for certain situations and tasks, particularly those
with high-consequence and high-likelihood risks.
But they have unfortunate side-effects, including
placing decisions far from the action.
15. AUTONOMY – FUTURE OF WORK PAGE 16
HIGH RULE DENSITY
WHAT WE SEE OUT THERE
In large, highly structured organizations, we see an
almost one-to-one relationship between behaviors
and rules.This makes sense in situations where
employees are disengaged and performing poorly,
but stands in the way of self-healing systems.
16. AUTONOMY – FUTURE OF WORK PAGE 17
STRONG DAMPING
WHAT WE SEE OUT THERE
Tradition is a powerful cultural tool that we replace
with “Values” in modern organizations. And while
values and traditions can be used to enable flexibility
at the edges, when they’re too engrained and too
comprehensive, they prevent creativity. (And we
frequently encounter aspirational values, i.e.
“Customer Focused” that are far from true behavior.)
17. AUTONOMY – FUTURE OF WORK PAGE 18
TIGHT DEPENDENCIES
WHAT WE SEE OUT THERE
This “feature” of traditional organizations is
particularly hard to avoid when it comes to physical
things, but is a massive problem in an increasingly
digital world.Without open systems that enable
interoperability, true agility is hard to achieve.
18. AUTONOMY – FUTURE OF WORK PAGE
WEAK NETWORKS
WHAT WE SEE OUT THERE
Weak, absent, and/or connections between nodes
result in a weak rudder when things go poorly.
19. AUTONOMY – FUTURE OF WORK PAGE 20
ROS TRAIT 2:
DECENTRALIZATION
8We leverage intrinsic motivators over extrinsic rewards (RO) Engagement focus
9We trust our teams, giving them autonomy over their output Outcome-based budgeting
10We prefer to foster autonomy even at the cost of productivity 20% time
11We push for dissent over consent over consensus (FOW) New funding models
ROS TRAIT 3: SIMPLE RULES 13We demand uniformity of approach, not output (GDS) Open guidelines
14We favor a visionary mission even over structured plans Shorter projects
ROS TRAIT 4: INFORMATION
PROCESSING
23We ruthlessly restrict team size Team size policies
27We encourage interoperability over interdependence API mandate
28We structure for cooperation over collaboration (FOW) Structured, explicit domains
31We lean on transparency and trust over privacy and control Open books
ROS TRAIT 5: ADAPTIVITY 38We prioritize makers over managers Scale edges
44We trust our makers to choose the right tools for the job No tool policies, only data policies
WHAT WE RECOMMEND