autonomy: future of work

AUTONOMY

AUTONOMY – FUTURE OF WORK PAGE 2

THERE’S SOMETHING IN THE WATER

http://store.steampowered.com/stats/


IT’S SPREADING: THERE’S A NEW WAY OF WORKING


$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

AUTONOMY – FUTURE OF WORK PAGE

5PPURPOSE

PROCESS

PEOPLE

PLATFORM

PRODUCT

VISIONARYover

Commercial

LEANover

Large

OPENover

Closed

LEARNINGover

Sustaining

EMERGENTover

Controlled

FRAMEWORK

5

THIS IS THE RESPONSIVE OPERATING SYSTEM


CONNECTING ACTIONS TO "THE GOOD”

Me doing work that serves individual/group purpose

SELF-GOVERNANCE

Me deciding what I do with my time


GROW, SERVE &

LEVERAGE NETWORKS

7

(Collaboratively) (…with platforms)

(…for shared benefit) (…of shared interest & purpose )

WHY ORGANIZE?

Without autonomy, there is no network.

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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.


NEW TRACKS


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.


OKR-DRIVEN RAISES


More frequent, results-oriented base salary raises take into account constant growth, and eliminate the “house advantage” over workers.


HIGH EQUALITY » TRUST


More salary equality in our system means we’re able to keep talent density very high, especially where it really counts: facing the customer.


UCU


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.


LAUNCHPAD


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


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.


HIGH RULE DENSITY


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.

http://www.slideshare.net/reed2001/culture-1798664


STRONG DAMPING


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.)


TIGHT DEPENDENCIES


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.


WEAK NETWORKS


Weak, absent, and/or connections between nodes result in a weak rudder when things go poorly.


ROS TRAIT 2: DECENTRALIZATION

8 We leverage intrinsic motivators over extrinsic rewards (RO) Engagement focus

9 We trust our teams, giving them autonomy over their output Outcome-based budgeting

10 We prefer to foster autonomy even at the cost of productivity 20% time

11 We push for dissent over consent over consensus (FOW) New funding models

ROS TRAIT 3: SIMPLE RULES 13 We demand uniformity of approach, not output (GDS) Open guidelines

14 We favor a visionary mission even over structured plans Shorter projects

ROS TRAIT 4: INFORMATION PROCESSING

23 We ruthlessly restrict team size Team size policies

27 We encourage interoperability over interdependence API mandate

28 We structure for cooperation over collaboration (FOW) Structured, explicit domains

31 We lean on transparency and trust over privacy and control Open books

ROS TRAIT 5: ADAPTIVITY 38 We prioritize makers over managers Scale edges

44 We trust our makers to choose the right tools for the job No tool policies, only data policies

WHAT WE RECOMMEND

http://www.theresponsiveorg.com

http://www.futureofwork.co/post/78477268155/a-manifesto-for-a-new-way-of-work

https://www.gov.uk/design-principles

http://www.futureofwork.co/post/78477268155/a-manifesto-for-a-new-way-of-work

AUTONOMY

autonomy: future of work

Leadership & Management