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Building Smarter Organizations SIKM February 2018

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Building Smarter Organizations SIKM February 2018

  1. 1. Building Smarter Organizations Gordon Vala-Webb SIKM Webinar February 2018 @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  2. 2. “We are kept from our goal not by obstacles but by a clear path to a lesser goal.” Robert Brault @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  3. 3. I have worked in range of organizations in public, private and non-profit sections @BuildSmarterOrg www.BuildingSmarterOrganizations.com 3 Brocksway Information Technology
  4. 4. To survive, our organizations need different capabilities @BuildSmarterOrg www.BuildingSmarterOrganizations.com 4 Old world VUCA – Digital world Grow big Grow adaptable Reliably repetitive Radically responsive Control Predict
  5. 5. www.Dynamic Adaptation.com #ChangeIsComing • Flows – not knowledge Stocks • Predictions / Bets – not Repeat • Nurturing – not Managing • Being Smart – not a Zombie @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  6. 6. What is going on? Some observations about our world @BuildSmarterOrg www.BuildingSmarterOrganizations.com 6
  7. 7. Observation: work has been getting “smarter” Slide 7 Source: http://cdn.dupress.com/wp-content/uploads/2012/10/Screen-Shot-2012-10-01-at-9.20.13-PM.png?2b7236 @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  8. 8. Observation • Unhappy, disengaged people • Command-and-control culture • Surprising number of psychopathic leaders @BuildSmarterOrg www.BuildingSmarterOrganizations.com 8
  9. 9. VUCA-Digital world cc: frogthroat - https://www.flickr.com/photos/22980078@N04 “The Specter of an Accidental China-U.S. War” “Sears tanked because the company failed to shift to digital.” Observation:
  10. 10. Observation: Organizations face an obsolescence squeeze @BuildSmarterOrg www.BuildingSmarterOrganizations.com 10 https://www.thoughtworks.com/insights/blog/why-lean-enterprise-transformation-hard
  11. 11. Observation: New things are a bet based on a prediction about what is the signal @BuildSmarterOrg www.BuildingSmarterOrganizations.com 11 Classifying Experimental Designs Source: https://www.socialresearchmethods.net/kb/expclass.php
  12. 12. What is the solution? Take the “Z” test @BuildSmarterOrg www.BuildingSmarterOrganizations.com 12
  13. 13. www.Dynamic Adaptation.com Fundamental solution: faster flow of information, ideas and decisions http://www.squ.edu.om/Portals/20/PDF/World%20Water%20Day%202011/Adrian%20Bejan_%20The%20Constructal%20Law%20of%20Design%20in%20Nature%20.pdf “For a finite-size system to persist in time (to live), it must evolve in such a way that it provides easier access to the imposed currents that flow through it.” Constructal law, Adrian Bejan 13@BuildSmarterOrg www.BuildingSmarterOrganizations.com
  14. 14. Contrast Zombies organizations Slow flow, looking in and backwards @BuildSmarterOrg www.BuildingSmarterOrganizations.com 14 Smart organizations – Fast flow, looking out and forward
  15. 15. What is a zombie organization? Take the “Z” test @BuildSmarterOrg www.BuildingSmarterOrganizations.com 15
  16. 16. Flow constrictions: the “Z” test (click here) •Mindset •Communication •Decision-making @BuildSmarterOrg www.BuildingSmarterOrganizations.com 16
  17. 17. “Z” test: Mindset @BuildSmarterOrg www.BuildingSmarterOrganizations.com 17 Mindset True? Leadership prefers slogans to reality Most people here want to work somewhere else We rarely learn from our mistakes People do not trust each other much
  18. 18. “Z” test: Communication @BuildSmarterOrg www.BuildingSmarterOrganizations.com 18 Communication True? Too many emails and other internal communications People do not know what is going on across our organization It’s hard for people to get useful feedback on their ideas
  19. 19. “Z” test: Decision-making @BuildSmarterOrg www.BuildingSmarterOrganizations.com 19 Decision-making True? Coordinating work with people in other parts of the organization is hard Easy to get to a “No” decision - hard to get a “Yes” Meetings here are useless and unproductive
  20. 20. Mindset: “We rarely learn from our mistakes” “Vulnerability is the birthplace of innovation, creativity, and change.” Brené Brown @BuildSmarterOrg www.BuildingSmarterOrganizations.com 20 Leadership By KetaDesign (http://www.ketadesign.ca/eaglephoto5.html)
  21. 21. Communication: “Too many emails” Email by the numbers: 122 Number of emails a typical worker receives every day 28% Average work week consumed by emails 77 # times per day people check their emails @BuildSmarterOrg www.BuildingSmarterOrganizations.com 21Rob Cottingham http://www.socialsignal.com/image/truly-multitasking https://www.mckinsey.com/industries/high-tech/our-insights/the-social-economy http://www.radicati.com/wp/wp-content/uploads/2015/02/Email-Statistics-Report-2015-2019-Executive-Summary.pdf https://www.ics.uci.edu/~gmark/Home_page/Research_files/CHI%2016%20Email%20Duration.pdf
  22. 22. One change, 125 different people, 700+ interactions @BuildSmarterorg www.BuildingSmarterOrganizations.com 22 Gottfredson, M. (2012, June 28). “The focused company.” Bain & Company. Bain Brief. Retrieved from http://www.bain.com/publications/articles/the-focused-company.aspx Decision-making: “Easy to get a no”
  23. 23. Poll: What’s your “Z” score? @BuildSmarterOrg www.BuildingSmarterOrganizations.com 23 7+ EMERGENCY! 4-6 Danger 1-3 Congratulations
  24. 24. What is a “smart” organization? Situational awareness, rapid learning and maneuverability @BuildSmarterOrg www.BuildingSmarterOrganizations.com 24
  25. 25. Being smart: Situational awareness To know where you are in a VUCA world you need: • Broad range of information • Fast sorting between signal and the noise • Precedents don’t help @BuildSmarterorg www.BuildingSmarterOrganizations.com 25
  26. 26. Being smart: Rapid learning • Building and rebuilding models to understand the world • Learning through experimentation • Practicing unlearning @BuildSmarterorg www.BuildingSmarterOrganizations.com 26
  27. 27. Being smart: Maneuverability Applying what you have learned is the key • Silo-based, top-down, incremental decision- making is SLOW • Pushed-down, cross- silo, decision-making with everyone engaged is critical @BuildSmarterorg www.BuildingSmarterOrganizations.com 27
  28. 28. Flow constraints @BuildSmarterOrg www.BuildingSmarterOrganizations.com 28
  29. 29. Flow constraint: Command-and-control culture (and disengagement) Do as I say Don’t think too much Don’t make mistakes Don’t be too different @BuildSmarterOrg www.BuildingSmarterOrganizations.com 29
  30. 30. Flow constraint: Silos and zero-sum thinking “In a healthy system, information flows are unimpeded by clots of power or the sclerosis of hierarchy.” Philip Slater, The Chrysalis Effect Source: http://commons.wikimedia.org/wiki/File:Nasser_al- Din_Shah_Louvre_MAO776-Edit.jpg @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  31. 31. Flow constraint: Email! @BuildSmarterOrg www.BuildingSmarterOrganizations.com 31 Memorandum to Secretary Walcott re: his son Stuart’s grave site; as found in “Evolution of the Memo, 1849-2011.” (2011, November 17). Smithsonian Institute Archives. Retrieved from http://www.slideshare.net/SIArchives/evolution-of-the-memo Closed Connects few-to-few Random info structure
  32. 32. Mini-silos of disorganized emails you can’t find @BuildSmarterOrg www.BuildingSmarterOrganizations.com 32 Morrison, A., Parker, B. (2011). “The collaboration paradox: More social information helps the workforce find what it’s looking for.” PwC Technology Forecast. Issue 3. Retrieved from https://www.pwc.com/us/en/technology-forecast/2011/issue3/assets/transforming-collaboration-with-social-tools.pdf Emailed Knowledge
  33. 33. Building smarter organizations Open mindset, fast-flow communications, and accelerated decision-making @BuildSmarterOrg www.BuildingSmarterOrganizations.com 33
  34. 34. Three keys Open mindset 1 Fast-flow communications 2 Accelerating decision-making 3 @BuildSmarterOrg www.BuildingSmarterOrganizations.com 34
  35. 35. 1) Open mindset @BuildSmarterOrg www.BuildingSmarterOrganizations.com 35 Move to connected-and- contributing Mass spontaneous alignment Vulnerability is encouraged
  36. 36. Open mindset: zero-based thinking @BuildSmarterOrg www.BuildingSmarterOrganizations.com 36
  37. 37. @BuildSmarterOrg www.BuildingSmarterOrganizations.com 37 . . . Pull what and when you need info . . . Info and ideas are openly available . . . Working together in a document . . . Info has structure and context Source: http://www.pwc.com.ar/es_AR/ar/publicaciones-por-industria/assets/transforming-collaboration-with-social-tools.pdf 2) Fast flow communication: Enterprise networking platform
  38. 38. Fast flow communication: Making work visible @BuildSmarterOrg www.BuildingSmarterOrganizations.com 38 95% Non-luminous
  39. 39. 3) Accelerating decision-making Downward flow, within a silo, known problems and opportunities Cross-silo decision flow for novel problems and opportunities Conversa- tionalists Testers Core team @BuildSmarterOrg www.BuildingSmarterOrganizations.com 39 Source: Fishbrne, T. (n.d). “Helping GrowthCloud Communicate Ways To Grow With Their Clients.” Image. Retrieved from https://marketoonist.com/campaigns/all/growthcloud “How Employees Shaped Strategy at the New York Public Library” Bruce A. Strong and Mary Lee Kennedy HARVARD BUSINESS REVIEW, DECEMBER 5, 2016 Source: https://hbr.org/2016/12/how-employees-shaped-strategy-at-the-new-york-public-library
  40. 40. @BuildSmarterOrg www.BuildingSmarterOrganizations.com 40 Accelerating decision-making: Spot the hot areas
  41. 41. Accelerating decision making: Decision management •Open platform •Decision managers •Frameworks and methods •Data sets •Training and coaching •Fast-flow communications
  42. 42. Changing thinking about change @BuildSmarterOrg www.BuildingSmarterOrganizations.com 42
  43. 43. Shifting the equilibrium – polarity management Slide 43@BuildSmarterOrg www.BuildingSmarterOrganizations.com Source: Koller, R. (n.d.). Oversimplifying Change Management. Blog post. Retrieved from http://www.howtochangemanagement.com/2012/12/oversimplifying-change-management.html
  44. 44. www.Dynamic Adaptation.com “Those who are hostile attack like partisans” “There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order” Niccolò Machiavelli, The Prince @BuildSmarterorg www.BuildingSmarterOrganizations.com 44
  45. 45. Influence: feeling creatures that think Slide 45 David Rock, “SCARF: a brain-based model for collaborating with and influencing others”; NeuroLeadership Journal, 2008 https://www.epa.gov/sites/production/files/2015-09/documents/thurs_georgia_9_10_915_covello.pdf Relative importance Error response Choosing Friend / foe Unfairness = threat @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  46. 46. Targeted effort: three Cs (Dave Snowden) Constraint management •Removing or creating Coupling / connecting •New connections Catalysts •Creating attractors 46 “The difficult tasks of the world must be handled through the simple tasks” Tao Te Ching @BuildSmarterOrg www.BuildingSmarterOrganizations.com
  47. 47. “Try or try not. There is only do not with no try." Gordon Vala-Webb – Building Smarter Organizations 2016Slide 47 “Try or try not. There is only do not with no try."
  48. 48. Questions? Gordon@BuildingSmarterOrganizations.com www.buildingsmarterorganizations.com/ @BuildSmarterOrg Available at bookstores and Amazon @BuildSmarterOrg www.BuildingSmarterOrganizations.com 48

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