"How to Unreasonable (in a Reasonable Way)" -Julian birkinshaw
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New ways of working for 21st century is session conducted by Julian Birkinshaw, Professor at London Business School at our October 2016 event HRISMeet Autumn 2016
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"How to Unreasonable (in a Reasonable Way)" -Julian birkinshaw
- 1. Copyright Julian Birkinshaw 2016 New Ways of Working for the 21st Century HR Innovation & Strategy Meeting, October 2016 Professor Julian Birkinshaw London Business School
- 2. Copyright Julian Birkinshaw 2016 A Changing World New Ways of Working Implications for Leadership and Management
- 3. Copyright Julian Birkinshaw 2016 How do you rate the honesty of the following professions? Medical doctors Police officers Clergy Journalists Bankers Lawyers Business executives Car salespeople 67% 56% 45% 27% 25% 21% 17% 8% 2015 Gallup Survey
- 4. Copyright Julian Birkinshaw 2016 The failure of leadership
- 5. Copyright Julian Birkinshaw 2016 Who are you happiest with? Friends Parents/relatives Spouse My children Co-workers Clients/customers Alone Boss 3.3 3.0 2.8 2.7 2.6 2.4 2.2 2.0 (Rating is on a 1-5 scale)
- 6. Copyright Julian Birkinshaw 2016 In search of better role models
- 7. Copyright Julian Birkinshaw 2016 Types of innovation Product innovation Technology innovation Process innovation Business model innovation Management innovation Service innovation
- 8. Copyright Julian Birkinshaw 2016 Changes in how we work are vital to productivity improvement 0 2 4 6 8 High investment in Information Technology Low investment in Information Technology Traditional workplace practices Innovative workplace practices Annual productivity growth in 1990s for US manufacturers Source: Arnal, Ok, Torres 2001
- 9. Copyright Julian Birkinshaw 2016 Shifting basis of competitive advantage INDUSTRIAL AGE: 1860s-1960s INFORMATION AGE: 1970s–2020s
- 10. Copyright Julian Birkinshaw 2016 Ray Kurzweil: Accelerating Returns “Information-based technologies will encompass all human knowledge and proficiency, ultimately including pattern- recognition powers, problem-solving skills, and emotional and moral intelligence of the human brain itself.”
- 11. Copyright Julian Birkinshaw 2016 The dark side of big data Analysis Paralysis Blind Faith in Data Answers in search of Questions Loss of Contextual Understanding Loss of Differentiation
- 12. Copyright Julian Birkinshaw 2016 INFORMATION + KNOWLEDGE ACTION + CONVICTION LABOUR + CAPITAL Towards an “agile age”?
- 13. Copyright Julian Birkinshaw 2016 A Changing World New Ways of Working Implications for Leadership and Management
- 14. Copyright Julian Birkinshaw 2016 How should we respond to a more complex operating environment? • Fight complexity with complexity?
- 15. Copyright Julian Birkinshaw 2016 The downsides of complexity Turf wars Unclear roles Steering committees Layers of rules & procedures Alienation and disengagement Risk aversion and lack of creativity
- 16. Copyright Julian Birkinshaw 2016 How should we respond to a more complex operating environment? • Fight complexity with complexity • Fight complexity with simplicity
- 17. Copyright Julian Birkinshaw 2016 Alternatives to bureaucracy Under what conditions does this work?
- 18. Copyright Julian Birkinshaw 2016 Emergent order: Less is more Hans Monderman – the “Shared Space” model
- 19. Copyright Julian Birkinshaw 2016 So, what do you do for a living?
- 20. Copyright Julian Birkinshaw 2016 Three ways of describing yourself in the workplace Your position on the org chart Your knowledge and experience What you do on a day to day basis
- 21. Copyright Julian Birkinshaw 2016 Three distinct models of organising Your position on the org chart Your knowledge and experience What you do on a day to day basis Bureaucracy Meritocracy Adhocracy
- 22. Copyright Julian Birkinshaw 2016 Adhocracy – a classic example
- 23. Copyright Julian Birkinshaw 2016 Adhocracy – a current example
- 24. Copyright Julian Birkinshaw 2016 Zappos – the holacracy experiment
- 25. Copyright Julian Birkinshaw 2016 Adhocracy-based methodologies
- 26. Copyright Julian Birkinshaw 2016 Three distinct models People motivated by… Decisions made through… By Rules Hierarchy Extrinsic Rewards Coordination achieved… People motivated by… Decisions made through… Around Opportunity Experimentation Achievement Coordination achieved… Bureaucracy Position is privileged Adhocracy Action is privileged People motivated by… Decisions made through… Mutual Adjustment Logical Argument Personal Mastery Coordination achieved… Meritocracy Knowledge is privileged Which models does your organisation use? And which ones should you be using?
- 27. Copyright Julian Birkinshaw 2016 INDUSTRIAL AGE Emphasis on productivity and efficiency BUREAUCRACY INFORMATION AGE Emphasis on rational analysis and expertise MERITOCRACY ‘AGILE’ AGE Emphasis on agility, intuition, and decisiveness ADHOCRACY Shifting emphasis over time
- 28. Copyright Julian Birkinshaw 2016 A Changing World New Ways of Working Implications for Leadership and Management
- 29. Copyright Julian Birkinshaw 2016 Adhocracy at a personal level
- 30. Copyright Julian Birkinshaw 2016 Men’s world high-jump record 2.55m 2.45m 2.35m 2.25m 2.15m 2.05m 1.95m 1900 1920 1940 1960 1980 2000
- 31. Copyright Julian Birkinshaw 2016 John Thomas vs.Valeriy Brumel 2.55m 2.45m 2.35m 2.25m 2.15m 2.05m 1.95m 1900 1920 1940 1960 1980 2000
- 32. Copyright Julian Birkinshaw 2016 Dick Fosbury: Mexico Olympics Gold 2.55m 2.45m 2.35m 2.25m 2.15m 2.05m 1.95m 1900 1920 1940 1960 1980 2000 Olympics
- 33. Copyright Julian Birkinshaw 2016 Three waves of innovation in the high jumping industry 2.55m 2.45m 2.35m 2.25m 2.15m 2.05m 1.95m 1900 1920 1940 1960 1980 2000 The Fosbury Flop The Straddle Jump The Western Roll
- 34. Copyright Julian Birkinshaw 2016 in praise of “unreasonable” people The “Hyperloop”
- 35. Copyright Julian Birkinshaw 2016 How to be Unreasonable (in a reasonable way) • Think different • Experiment early • Locate the safety mat • Seize the moment
- 36. Copyright Julian Birkinshaw 2016 So how do you get the most out of these people?
- 37. Copyright Julian Birkinshaw 2016 A big part of the leader’s job is enabling initiative and experimentation
- 38. Copyright Julian Birkinshaw 2016 Google’s Project Oxygen
- 39. Copyright Julian Birkinshaw 2016 Google’s Project Oxygen 1. Be a good coach 2. Empower your team and don't micromanage 3. Express interest in team members' success and well-being 4. Be productive and results-oriented 5. Be a good communicator and listen to your team 6. Help your employees with career development 7. Have a clear vision and strategy for the team 8. Have key technical skills so you can help advise the team. Adam Bryant, NewYork Times, March 12th 2011
- 40. Copyright Julian Birkinshaw 2016 Need for control Recognition-seeking Overconfident Give space to others Give them recognition Make careful judgments Enabling others doesn’t come naturally to most senior executives
- 41. Copyright Julian Birkinshaw 2016 There is also a tricky linking role when you are encouraging experimentation
- 42. Copyright Julian Birkinshaw 2016 And occasionally you need to step in decisively, to make things happen
- 43. Copyright Julian Birkinshaw 2016 Knowing when to take charge: the “strategic inflection points” SENSE RESPOND SCALE
- 44. Copyright Julian Birkinshaw 2016 BUREAUCRACY Emphasis on productivity and efficiency Leadership is about monitoring and controlling MERITOCRACY Emphasis on data and analysis Leadership is about expertise and information flow ADHOCRACY Emphasis on flexibility and decisiveness Leadership is setting a direction, enabling others, experimentation
- 45. Copyright Julian Birkinshaw 2016 Book to be published March 2017 Stanford University Press