August: Teams & Work
24 likes22,663 views
This document discusses the changing nature of teams and work in the 21st century due to exponential innovation and uncertainty. It notes that while productivity has increased, it has become harder to get returns on assets. The document contrasts traditional hierarchical organizational structures designed for execution with newer networked structures designed for learning and adapting to change. It proposes five guiding principles for organizations in this new environment: being purpose-driven, using networks over hierarchies, consent-based self-management, responding to change over following plans, and defaulting to openness.
August: Teams & Work
- 1. TEAMS & WORK IN THE 21ST CENTURY
- 2. Mike Arauz
- 4. @mikearauz // // September 2015 EXPONENTIAL INNOVATION 3D Printer $40,000 ➤ $100 400x in 7 yrs Sensors $20,000 ➤ $79 250x in 5 yrs DNA Sequencing $10mm ➤ $1,000 10,000x in 7 yrs Source: “Exponential Organizations”, Yuri Van Geest, http://www.slideshare.net/vangeest/exponential-organizations-h
- 5. 20 1 5 10 15 20 8 5 4 2 2 22m 14m Years to reach $1b market cap TYPICAL FORTUNE 500 COMPANY GOOGLE FACEBOOK TESLA UBER WHATSAPP SNAPCHAT OCULUS RIFT Source: “Exponential Organizations”, Yuri Van Geest, http://www.slideshare.net/vangeest/exponential-organizations-h
- 6. @mikearauz // // September 2015 BRING AN IDEA TO LIFE BRING A PRODUCT TO SCALE IT’S NEVER BEEN EASIER TO...
- 9. We’ve never been more productive! Yet, it’s never been harder to get a return on assets.
- 11. 24% 63% 13% Source: Gallup “State of the Global Workplace Report” Actively Disengaged Not Engaged Engaged
- 12. @mikearauz // // September 2015 CERTAIN UNCERTAIN
- 13. @mikearauz // // September 2015 CERTAIN UNCERTAIN WHAT COMPUTERS ARE GOOD AT
- 14. @mikearauz // // September 2015 CERTAIN UNCERTAIN WHAT COMPUTERS ARE GOOD AT WHAT HUMANS NEED TO BE GOOD AT
- 15. @mikearauz // // September 2015 CERTAIN UNCERTAIN WHAT COMPUTERS ARE GOOD AT WHAT HUMANS NEED TO BE GOOD AT WHAT MOST COMPANIES ARE DESIGNED FOR
- 16. @mikearauz // // September 2015 Source: “Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy”, by Amy C. Edmondson ORGANIZING TO EXECUTE ORGANIZING TO LEARN HIRING CONFORMERS, RULE FOLLOWERS CREATIVE PROBLEM SOLVERS, EXPERIMENTERS TRAINING LEARN BEFORE YOU DO LEARN FROM DOING MEASURING PERFORMANCE DID YOU DO IT RIGHT? DID WE LEARN? ORG STRUCTURE SILOS & SEPARATED EXPERTISE CROSS-FUNCTIONAL & INTEGRATED EXPERTISE PROCESS GOALS DRIVE OUT VARIANCE USE VARIANCE TO ADAPT AND IMPROVE
- 17. A REVOLUTION IN HOW WE WORK
- 18. @mikearauz // // September 2015 IT GOES BY MANY LABELS... AGILE LEAN STARTUP THE B TEAM / B CORP HOLACRACY RESPONSIVE ORG EXPONENTIAL ORG REINVENTING ORGS THE 5TH DISCIPLINE
- 19. @mikearauz // // September 2015 1. BE PURPOSE-DRIVEN
- 21. @mikearauz // // September 2015 2. NETWORKS OVER HIERARCHIES
- 23. @mikearauz // // September 2015 3. CONSENT-BASED SELF- MANAGEMENT
- 25. @mikearauz // // September 2015 4. RESPONDING TO CHANGE OVER FOLLOWING A PLAN
- 27. @mikearauz // // September 2015 5. DEFAULT TO OPEN
- 29. @mikearauz // // September 2015 1. BE PURPOSE-DRIVEN 2. NETWORKS OVER HIERARCHIES 3. CONSENT-BASED SELF-MANAGEMENT 4. RESPONDING TO CHANGE OVER FOLLOWING A PLAN 5. DEFAULT TO OPEN GUIDING PRINCIPLES