leading 21st century firms

Leading 21st Century Firms #e20s February 2014, Paris

POST*SHIFT LEE BRYANT

which comes first: social tech or new org structures?

do we even need new org structures and practice?

social technology enables new forms of organisation

… and new organisational capabilities (affordances)

but cannot fulfil its potential without real org change

but cannot fulfil its potential without real org change

The culture of work is changing

Beyond Taylorism: productivity has gone quantum

leadership & org design cannot be considered in isolation

Hierarchy & divisional structure is only one dimension

Small, co-ordinated agile teams are better at delivery

P2P knowledge sharing beats cascaded ‘best practice’

Communities and networks are the fabric of the org

CoP Engineering

CoP Marketing

CoP Designer

‘podular working’ needs an underpinning service platform

IT-services Procurement-services HR-services Manufacturing

alternatives to simplehierarchy are not new

Haier: from state industry to agile market leader

Kyocera: de-centralised ‘amoeba management’

Morning Star: efficiency through self-management

Valve: no management required

Valve: no management required

Some lessons on leadership from these case studies

{ }Haier: autonomous teams control costs and delivery. Competitive environment (e.g. ‘catfish’ roles).

Morning Star: Self-management by negotiated agreement (CLOUs).

nGen: Leaders step back to act as 'community managers.’  Valve: No managers: even co-founder Gabe Newell has no direct reports. Every employee can hire.

WL Gore: Leadership earned -  “natural leadership” based on track record for GTD and team building.

!

new thinking onorg design & governance

Holacracy, Sociocracy, Dual-Operating System & more

Fractal structures can be resilient at scale

Companies starting to ask: “How would we do this if we were a startup?"

Common features of new organisational thinking

!

small teams in a fractal or nested structure  networked operations, with intelligence at the edges

not over-optimised for the past (“Innovator’s Dilemma”)

emphasis on autonomy & responsibility among workers

emphasis on agility & capacity for responsiveness

what are the key features of a 21st Century company ?

Our diagnostic framework: key attributes of a C21st firm

Structure ! •Decentralised •Resilient •Adaptive & Emergent •Networked •Service-oriented

Culture !•Open •Customer-centric • Innovative •Experience-led •Passion & purpose

Practice !•Agile & Iterative •Data-driven •Collaborative •Task-focused •Podular

© Postshift LLP, 2014

key characteristics & roles of a 21st Century leader

ServantLeadership

Networked Contributors

Connected LeadershipLoose Hierarchies & Strong Networks

ListeningAnalyzing

Setting ContextBuilding Consensus

TransparentDiverseOpen

jarche.com

Sunday, 28April, 2013

Network-centric management & being a ‘connector’

Managing for complexity and change

Outside-in perspective: leaders as customer advocates

Nurturing a strong social fabric for ‘tight & loose’ to work

Influencer, ‘keeper of stories’

Services GOV.UK performance Transactions Explorer

Performance ALPHA

Driving and transport Benefits

Businesses and self-employed Employing people

Passports, travel and living abroad Education and learning

Working, jobs and pensions Housing and local services

Crime, justice and the law Money and tax

Births, deaths, marriages and care Disabled people

Citizenship and life in the UK

Services and information

How government works

Worldwide

Policies

Announcements

Departments and policy

Departments

Topics

Publications

Help Cookies Contact Cymraeg Built by the Government Digital Service

© Crown Copyright

GOV.UK overview Departments and policy

Is there anything wrong with this page?

All content is available under the Open Government Licence v2.0, except where otherwise stated

GOV.UK performance

Departments and policy

Web traffic

Content

Departments and policy content had 1.46million visitors last week, a decrease of 2%from the week before

Weekly unique visitorsUnique visitors per week to departments and policy

Source: Google Analytics

4 May 18 May 1 June 15 June 29 June 13 July 27 July 10 Aug 24 Aug 7 Sept 21 Sept 5 Oct 19 Oct0

0.5m

1.0m

1.5m

Top policies last weekTop 10 most viewed policies on GOV.UK

Policy Views Policy Views

1. Helping people to buy a home DCLG - Updated 8 October 2013

12.2k 6. Helping people to find and stay in work DWP - Updated 8 August 2013

4.23k

2. Simplifying the welfare system and making surework pays DWP - Updated yesterday

10.9k 7. Making the State Pension simpler and fairer DWP - Updated 8 August 2013

4.15k

3. Increasing the use of low-carbon technologies DFT - Updated 20 September 2013

8.35k 8. Providing effective building regulations so thatnew and altered buildings are safe, accessibleand efficient DCLG - Updated 20 August 2013

3.85k

4. Helping households to cut their energy bills DCLG - Updated 17 October 2013

5.40k 9. Reducing and managing waste Defra - Updated yesterday

3.43k

5. Reducing obesity and improving diet DH - Updated 25 March 2013

4.31k 10. Creating a fairer and more equal society DCMS - Updated 30 April 2013

3.33k

Source: Google Analytics

Filter:

Data sourcesGOV.UK engagement criteria measured with Google Analytics

News engagement criteriaUser spends at least 30 seconds on the page, or clicks on a link within the bodyof the page.

chart table

Recent news Policies

Content explorerExplore how different pieces of department and policy content wereused last week.

1116 recent news items (76 in chart view)News items updated in last 2 months; items with fewer than 1000 views not shown

keyword or title

Less engaged More engaged14% 85%

Fewer views

More views

Size of items based on number of views Colour of items based on engagement level

Creating protected spaces for new ways of working

Traditional leadership skills more needed than ever

#e20, #socbiz, #change, #betterbusiness, #efficiency,

#networks, #C21st, #wirearchy, #behaviour, #motivation,

#passion, #agile, #engagement, #influence, #collaboration, #people, #responsiveness,

#whateverwearecallingittoday

Credits and references

Images: !http://i.imgur.com/5mHPnj9.png http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/ http://www.flickr.com/photos/tinkerszone/3948664111 http://i.imgur.com/Qr3xx.jpg http://www.flickr.com/photos/dce76/159422716 http://www.flickr.com/photos/davegray/8194170066 http://www.flickr.com/photos/67705205@N00/790277620 http://weareus.co.uk/portfolio/human-chicken http://www.flickr.com/photos/davegray/8194170066/ http://www.current.com.au/2012/09/26/article/Haier-Learning-An-inside-look-at-Haiers-short-marriage-to-Fisher--Paykel/NFZBKHSEQP http://www.flickr.com/photos/good_day/555533669/ http://www.flickr.com/photos/the-wanderers-eye/4494147652/ http://www.flickr.com/photos/35468148654@N01/416787/ http://www.flickr.com/photos/dellphotos/6244154962/ http://www.flickr.com/photos/kheelcenter/5279194177/ http://www.youtube.com/watch?v=NikunES7CBw http://www.flickr.com/photos/featheredtar/2305070061/ http://www.flickr.com/photos/nicholas_t/3602389004 !Other references: !http://holacracy.org http://www.slideshare.net/jarche/connected-leadership http://blogs.valvesoftware.com/abrash/valve-how-i-got-here-what-its-like-and-what-im-doing-2/