resilience: riding the waves of change. transforming from gutenberg to google
DESCRIPTION
The industrial mindset with hierarchy and command and control was a phenomenal tool for organizing and achieving scale. The role of the manager was created to coordinate the moving parts. As organizations have grown in complexity and the speed of communication has accelerated the business cycle the role of the manager is under siege. They can't keep up with change or navigate the complexity or organizations. The result is the role becomes spoofed in shows like the Office or movies like Office Space. Communication platforms now provide the coordination and the situational awareness that managers once offered. The military calls the new shift to Power to the Edge. The presentation traces how shifting communication platforms dramatically change the rules for business. Leader just have not caught up yet.TRANSCRIPT
July 2013
Resilience: Riding the Waves of Change
The Facts
• Average life span of an S&P 500 company– 1938 – 60 years– 2012 – 15 years
• 20 out of the last 30 largest insurance catastrophes in the last 60 years have occurred since 2001.
• Digital Natives and Immigrants– 2013 – 65% of the workplace – Digital Immigrants– 2018 – 75% of the workplace – Digital Natives
5 Key Points for Today
• The Decoder Key to Being a Futurist• Gutenberg Hangover
– Industrial Model is Still Here– Command and Control– Built-in Disengagement
• Digital Natives and Digital Immigrants• Power to the Edge – Network Warfare• The Workplace Revolution – Re-Engagement
When the primary means of storing and
distributing information changes…
the whole world changes.
2008
2018
Command – Will
Control – Aligning Responsibility with Authority
Old• Management• Proximity• Hierarchy• Specialization• Command/Control
New• Communication Platform• Distributed Network• Pods• Situational Awareness• Mission Intent – Self
Synchronization
39
An individual’s social network affects their performance
A communication relationship
An individual
Knowledge workers with
large social networks tend to perform better than those with small personal networks.
• Access to information• Can get things done
Knowledge workers who span boundaries tend to perform better.
• Access to different information• New information → new ideas• Gives them power
This link is more valuable than this one
yet takes the same time to maintain
&
A team’s social network can predict performance
Knowledge worker teams with
“denser” social networks do better
Team performance ≠ ∑ individual performance
40
A
B
C
D
E
Survey Tool
People are shown a list of who works in their area and asked to indicate how often they talked face to face with each individual.
“D” group in a traditional environment…
42
AnalystFormulator
Arranged by disciplineBut lots of team building and GPM goalsResult: Dense but siloed network = Low Innovation
Office: Large team
Before iSpace
After iSpace
purpose• We believe design matters and plays a key role creating the context for
engagement. It has the transforming power to address many of the chronic challenges leaders currently face.
values• We value challenging the status quo, embracing positive outliers and
coming together as a diverse coalition willing to tackle tough questions.
mission• Our mission is to focus that belief to tackle the chronic challenge of high
employee disengagement and the incredible waste of space. The two are linked.
Black Swans
Game Changers
Framework of a Narrative
4th Place – Connect/Teach/Do
Outliers
Are the Seas of Today
