Future of Work: Four Shifts Leaders Must Focus on

Talking about the impending shifts like automation, robotics, disruptions and uncertainties in our world of work is almost clichéd.

What seems like a problem is also an opportunity to do the thing that makes us human – to change our attitudes and fixed beliefs about how we have traditionally experienced work. It is this shift in how we see the world around us that truly enables us to deal with it constructively.

In this context, I read an excellent post by Kenneth Mikkelsen titled “Seeing the World with Fresh Eyes” at Drucker Forum blog. Here is a snippet from the post:

Leaders, like anyone else, are habitual beings that protect their worldview and the meaning they derive from it. Peter Drucker understood that better than most people. In Innovation and Entrepreneurship he dedicated a chapter to incongruities, the mental gaps between perception and reality. Drucker saw these gaps as an invitation to innovate. At its core, entrepreneurship is at about exploring such opportunity spaces to create something new, something different.

The post further outlines four shifts leaders must focus on to deal with slides and shifts around us. Here is a sketch note version of ideas presented in the post.

Related Posts at QAspire:

The Spark of Initiative

There are people who coast along, go with the flow and do as directed. And then, there are those who strive to add value, raise the bar and make a difference.

If you belong to the latter, Seth Godin has some simple (yet profound) guidance for you. He wrote about three ways to add value – by doing things, by taking decisions and by initiating. Our education system trains us to do things efficiently. Our experience may lead us to a point where we can decide effectively what’s best for ourselves, our team, project and organization.

But we need to learn the art of initiating things ourselves; by having new ideas, starting small experiments, taking tiny risks, caring enough, exerting emotional labor, doing the right thing when no one is watching, learning along the way, adapting our approaches and then hopefully, see our ideas come to life.

“There are two mistakes one can make along the road to truth.

Not going all the way, and not starting.”

– Siddhartha Gautama

In his book “Poke the Box” Seth Godin wrote,

“The world is changing too fast. Without the spark of initiative, you have no choice but to simply react to the world. Without the ability to instigate and experiment, you are stuck, adrift, waiting to be shoved.”

In a future that is increasingly getting automated, it is this spark of initiative that is and would remain our real competitive advantage.

Sketchnote: What Rebels Want From Their Boss

At the heart of a meaningful change is someone who thought beyond the boundaries. Someone who challenged the status quo. Someone who exerted emotional labor to pursue, fight for their ideas and convince others. And then they bring about change. You can call them rebels or change makers and they are inevitable for growth and positive change.

Rebels may not be a very popular lot and many bosses I’ve seen work overtime to subdue the rebels. But great leadership is about providing right channels to direct this energy, nurturing a mindset of continuous improvement and supporting people as they execute their experiments and ideas. That’s what rebels expect from their bosses.

“…it’s just another one of those things I don’t understand: everyone impresses upon you how unique you are, encouraging you to cultivate your individuality while at the same time trying to squish you and everyone else into the same ridiculous mould. It’s an artist’s right to rebel against the world’s stupidity.”
E.A. Bucchianeri, Brushstrokes of a Gadfly

In this context, I love the work that Lois Kelly and Carmen medina do at Rebels at Work community. I have sketched their ideas here before and here’s a quick sketchnote of their recent blog post “What Rebels Want From Their Bosses”.

This may help you as a leader if you really intend to support rebels in your teams.

Related Sketchnotes/Posts at QAspire.com

Social Mindset: A Key to Engaging People

It is more than obvious now that the way people feel about their workplace has direct material impact on performance of the business. This simple equation gets even more complex when we think of forces that are fundamentally changing how we work. Our workplace conversations today are dominated by topics like increasing globalization, economic uncertainties, automation, disruptive innovations, social technologies, generational shifts, mobility, people analytics, gig economy and such.

Newer generations at workplace demand different experiences and therefore, organizations are challenged constantly to move beyond traditional engagement programs and think of engagement more holistically. There is plenty of conversation happening today around moving from employee engagement to employee experience, role of design thinking in driving people experiences and creating a differentiating employer brand experience.

These are all worthy topics to take the conversation of talent engagement forward but I think that none of this will be effective in engaging talent unless we address something very fundamental underlying all of these ideas. We live in social, hyper-connected and super-transparent world and therefore, adopting a “social mindset” is and will remain a killer app for engaging people.

Social mindset is about focusing on people more than focusing on process and having a belief that magic happens when:

  • We create ecosystems where good people can thrive
  • People are aligned to purpose and are clear about how their work contributes to larger objectives
  • People have tools and communities to learn what they want to learn and when they want to learn
  • Leaders play an active role in building ecosystems for high performance

Real engagement happens when we focus, not on generating engagement, but doing right things that increase human engagement.

To be able to adopt a social mindset, leaders need to be equipped with deep understanding of how social, networked and self-evolving structures work. Only then can organizational leaders facilitate effective engagement of talent to meet organizational objectives. This is conversation that goes way beyond HR teams focusing narrowly on “employee engagement programs”. This is a more holistic conversation, and one that really engages talent by integrating work design, culture, rewards, learning and career development to deliver superior employee experience. Let us take a deeper look at how social mindset enables each of these and what it means in practical terms:

Work Design: People need a conducive space to perform and how work really gets done is a key driver for engagement. Technology advances have transformed how work is performed and designing work in a way that engages people is a real challenge and opportunity. Organizations have to relentlessly clarify purpose, how an individual’s work enables achievement of purpose and provide autonomy to team members to execute their ideas. People derive sense of control when they have space to do the work in their own unique way and execute their ideas. Social mindset plays a huge role in enabling people to perform. Traditional “once-a-year” feedback mechanisms only disable people. Real enablement happens when people get frequent feedbacks and support throughout the year. Enablement is also about involving people in collaborative problem solving, making goals transparent, seeking their feedback and most importantly, acting on that feedback. The design of organization and work should enable and encourage people to pursue non-linear career paths. Reducing organizational layers, building small teams and empowering them to self-organize go a long way in engaging talent on a longer run.

Alignment and Clarity: In an information intensive world, real empowerment to people is all about seamless communication across different clusters of organizational network. When communication channels are open, people have greater opportunity to clarify their concerns, know the strategic direction and align their local decision making accordingly. Organizations are increasingly using enterprise social networks like Yammer, Microsoft Skype for Teams and Slack to facilitate these critical conversations. Using social tools to not just broadcast but engage in a dialogue is a great way to also build a compelling employer brand. Communication and clarity across the board works like grease to reduce friction, enable clarity and therefore, improve engagement.

Social Learning: People who get the required support to do their work better tend to be better engaged. We have moved beyond traditional one-way forms of training (learning events) to continuous streams of on-demand learning (learning journey) that combine synchronous and asynchronous forms of learning. People don’t go to classrooms when they want to learn – they go to corporate learning management systems, micro-learning platforms like Twitter, Enterprise social networks like Yammer and so on. Enabling social learning is about encouraging people to share their work, get feedback, align their practices and learn from these experiences. It is about building communities of practice and encouraging people to work out loud. For this to happen, leaders have to set the right example and become engaged social learners themselves. When organizations get this right, they build a solid employer brand (reputation) while engaging with their prospective talent pools on external social networks.

Creating Ecosystems of High Performance: Real engagement happens when people are able to play to their potential and deliver superior performances. Effective leadership that works hard to build trust, respects people, engages in seamless conversations and treats people as colleagues and not as “resources” goes a long way in building a performance culture. Social mindset and leadership is about building a fabric of relationships between clusters of networks in organization to facilitate collaboration and performance. It is therefore so vital for leaders to walk an extra mile to clarify goals, communicate, build relationships, foster trust, deliver feedback early and often and set right examples.

Social mindset has existed in our societies and communities since ages but often forgotten in the maze of organizational layers, tight bound hierarchies, complex processes and boxed responsibilities that inhibit shared understanding and learning.

Human beings are fundamentally social and therefore, understanding of how social structures work is easy. It is all around us.

It is often in doing things we know that we stumble the most!


This article originally appeared as Cover Story in PeopleMatters Magazine April 2017 Edition


Also check out: Happy to have contributed a sketchnote to the re-published version of “The Best Leaders are Constant Learners” by Kenneth Mikkelsen and Harold Jarche at HBRAscend.in – a Harvard Business Review publication.

Self-Expression Through Service

“Everyone can be great because everyone can serve.” – Martin Luther King, Jr.

Service is the highest form of self-expression” read the title of an editorial in Times of India by Janina Gomes and it got me thinking about service.

I realized that the only way to grow yourself, your teams, your organization is to think about what you have to offer from a service perspective. Who and what do you serve? You can directly serve others or serve a cause that enriches others. We all know about great examples of servant leaders from Gandhi to Mandela. But what about Steve Jobs? I like to think that he devoted his life serving the cause of simplifying technology and design.

But why is service the highest form of self-expression, you may ask?

Because mindset of service subdues the ego and real self-expression (and also learning) cannot happen when you wear a mask of your ego. And the truth is, real service is not about you, it is about purpose and people. And when you think about purpose and receivers of your service, YOU become the medium and not the source. Ego and entitlement must take a back seat if you are truly set out to serve others and when that happens, the whole foundation of your engagement with the cause is transformed.

Gandhi famously said,

“The best way to find yourself is to lose yourself in service of others.”

It doesn’t matter if you are an artist, employee, a team member, a leader or an entrepreneur – you are paid to serve something or someone. Breaking the cocoon of your limited beliefs and thinking about who/what you serve is also a powerful way to also discover your unique purpose.

Here is a quick doodle to encapsulate this wonderful thought!

Also Read at QAspire:

Five Not-So-Radical Ideas For Nurturing Change

When everything around is constantly changing, it is easy to:

  • Get carried away by latest fads, best practices etc.
  • Execute changes that may not be significant in shifting results to positive direction
  • Implement solutions to half-baked problem statements
  • Isolate people affected by change in a rush to just change things
  • Get confused between change and transformation initiatives

We often see this happening all around us. There is so much conversation going on about change and transformation that it is easy to get carried away when the “Big WHY” of change is not clear.

In this context, I read Paul Taylor’s latest post titled “Three Simple Ideas To Stop Change Failing” where he offers not so radical ideas to ensure that change does not fail. He emphasizes on importance of mindset, getting influence devolved to people closest to change, change through small experimentation and not initiating change without a clear problem statement and some evidence that proposed solution will result in net positive business outcome.

These are simple ideas, but powerful ones. Simplicity after all is not all that flashy and it takes far more thinking and work to simplify things. Which is probably why we take the easier route of adding complexity, heh!

Here are a few excerpts from Paul’s post:

change is best served when we devolve power, and the institutions and hierarchy get out of the way

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Our change programmes rarely answer the question “Why are we changing?” in a truly coherent way.

This – combined with our cultural bias for execution over problem definition – is why change often fails. We may solve a problem – just not the right one.

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And here’s a quick sketch note summary of key ideas from the post:

Related Posts on Managing Change

How to Accelerate Team Learning

A team’s ability to learn quickly is at the heart of adapting to constant changes. In fact, it seems that constant learning is the only key to agility as a team and organization.

Jack Welch famously said,

“An organizations ability to learn, and translate that learning into action rapidly, is the greatest competitive advantage.”

On this blog, we have visually explored various facets of creating a learning organization. It all starts from understanding why organizations don’t learn. Peter Senge’s seminal work on creating a learning organizations outlines learning disabilities that plague organizations. To overcome these disabilities, we explored disciplines of a learning organization and the role of reflection in how we learn.

Along the same lines, I read Elizabeth Doty’s post titled “How to Accelerate Learning on Your Team” at Strategy+Business blog with great interest. It adds on to the ideas we have explored further and provides fresh perspective on how to catalyze learning within teams.

I encourage you to read the full post and here are my visual notes from the same article.

P.S: I wrote a post in 2011 that outlined 10 actions for leaders to create learning organizations and further outlined Three Rituals For Constant Alignment And Learning that just aligns with some of the ideas suggested in this post. Do check them out.

Peter Senge: How to Overcome Learning Disabilities in Organizations

As an organization grows, managing the flow demands work items to move from one team/department to another. In quest to make these teams accountable, very specific KPI’s are established and that breeds non-systemic thinking. People look at meeting their own numbers and push the work to next stage and often, what happens is that while people win (in short term), the system fails. Every team meets the KPI numbers and yet, customers remain disgruntled.

Peter Senge, in his book “The Fifth Discipline – The Art and Practice of Learning Organization” outlines 7 organizational learning disabilities. He says,

“It is no accident that most organizations learn poorly. The way they are designed and managed, the way people’s jobs are defined, and, most importantly, the way we have all been taught to think and interact (not only in organizations but more broadly) create fundamental learning disabilities. These disabilities operate despite the best effort of bright, committed people. Often the harder they try to solve problems, the worse the results. What learning does occur takes place despite these learning disabilities – for they pervade all organizations to some degree.”

It then becomes very crucial that we identify clearly these learning disabilities. Here is a sketch note summary of these 7 learning disabilities.

Critical question then is: How to we overcome these learning disabilities and truly create an organization that learns better? Peter Senge answers that question through his 5 disciplines of learning organizations that I have written about in the past. Here is a sketchnote summary of five disciplines:

More on Creating Learning Organization at QAspire:

5 Elements of Working Out Loud by @JohnStepper

When I started this blog in 2006, I only thought of it as a repository of my own lessons as a new manager. Little did I know that this space will become one of the most important learning and sharing tools for me over years.

The benefits of putting myself out there in a way that it helps others has been immense both intrinsically and extrinsically. I have evolved as a professional and human being writing this blog, sharing my work and getting plenty of constructive feedback and validation in return.

Along the way, the topics I covered on this blog also became starting point of many enriching conversations offline and enabled deep relationships with others based on ideas.

John Stepper defines this as working out loud:

Working out loud is an approach to building relationships that can help you in some way. It’s a practice that combines conventional wisdom about relationships with modern ways to reach and engage people. When you work out loud, you feel good and empowered at the same time.

Learning is a social act and sharing our work, building relationships and feeding our communities are at the heart of how we should learn. Technology and social media only accelerates the process of sharing beyond boundaries and amplifies our reach.

John Stepper outlines five elements of working out loud that addresses the “why” of working out loud and here is a quick sketch note outlining these five elements. Please read the original post for more elaboration from John Stepper.

 

To add to this conversation, here is a sketch note on “How to Work out Loud” with insights from John Stepper. I am so grateful to John for having included this sketch in his recent TEDx Navesink talk.

 

Related Reading at QAspire:

10 Characteristics of Companies that Succeed

What differentiates companies that succeed over a long run from those that don’t? As the rate of change and disruption continues to accelerate, companies need a strong foundation of fundamentals that enable long term success and growth.

In this respect, I recently read Leandro Herrero’s post on characteristics of companies that succeed in long run. 10 characteristics are outlined in the sketch note below.

Also Read:

Dwell in Possibility

Dwell in possibility”, borrowed from Emily Dickinson is one theme that is guided me so far and will continue to guide me in the future. 

Every single day brings along a world of possibilities and one thing that determines what we see and how we see things is out own attitude. If you look for problems and constraints, you will always find them – even in the best of situations.

Possibility thinking is an attitude of seeing things and asking, “What’s possible here?” and then working to bring those possibilities to life. Because, ultimately all human progress depends on ability to see possibilities and make them happen.

In my own career, the mindset shift from constraints to possibilities has helped me immensely and continues to help. How do you dwell in possibilities? Here are a few things to consider:

  • It starts with a belief that possibilities (and solutions) exists. It is not about denying constraints but working your way around constraints.
  • It is about persistence in looking for answers when you are unable to find straightforward solutions to constraints.
  • It is about having an eye for what’s working and how can that be amplified as much as it is about knowing what falls in your circle of influence.
  • It is about learning to live with uncertainty and still acting with confidence.
  • It is about realization that things don’t have to be the way they are and that making a change is a possibility.
  • It is about being able to challenge the status-quo knowing that there are better ways of doing things.
  • It is all about execution putting all your energy out there to take the right next steps.
  • It is about riding the waves of change rather than being crushed by it.
  • It is about consciously pursuing the path of your heart and go where it takes you – even if it means living on the edge. Because as Seth Godin says, “If you can’t fail, it doesn’t matter.” 
  • It is about moving beyond our best and being prepared to fail fast, early and often to succeed eventually. Having high expectations from the self and from others is vital because making possibilities happen is hard work.
  • It is about being impeccable with your words (one of the four agreements)  because our choice of words create our possibilities.
  • It is about a strong desire to make a positive difference and contribution in your own life but making a difference to others (your people, organization, teams, family, friends etc.)
  • Living in possibilities is a mindset of serving others by working with them, collaborating with them and finding people who can be your allies in making things happen.

It seems like the only option we have to truly steer ourselves forward is to embrace the mindset of possibility and abundance. Then why not commit to live by the words of Emily Dickinson and “dwell in possibility”?

A worthy goal for 2017 and beyond.

Also Read at QAspire:

In the sketch: Ancient 16th century windmills from Zaanse Schans, The Netherlands (illustrated from my visit there in Dec 2016).

Organizational Leader as a Social Architect

Leadership success is largely governed by, amongst other things, one’s ability to create an ecosystem of engagement, meaning, performance and growth. A leader creates this ecosystem through conversations, communication (leading to clarity), connection, systems, rituals, processes and decisions.

Leandro Herrero, in his post, “Five spaces that the organizational leader needs to design and nurture”, calls leader a social architect. The idea resonated very strongly with me since social architecture (physical and psychological spaces) is a way to create the ecosystem of high performance. 

“Yes, leaders need to see themselves as architects, as space designers, creators, and implementors. This is an area where what the leader says counts less than what the leader does in this social engineering. It is therefore very silent, but the spaces will be very visible and the legacy will be enormous.” – Leandro Herrero

Here is a quick sketch note I created based on the ideas presented in the post.

Related Posts/Sketchnotes at QAspire:

In 100 Words: Face The Light

 

In moments of uncertainty, inspiration came to me in form of a tweet with a visual that read,

“If you see shadows, it is because there is light.”

I instinctively told myself,

“If you face the light, shadows fall behind.”

The mindset of abundance asks, “What’s possible?” instead of “What could go wrong?” and focuses on those possibilities because constraints are almost a given in work and life.

Only then, we can start focusing on possibilities, thinking beyond the boundaries, raising the bar, stepping into the unknown and doing what truly matters.

We try. We err. And then, we learn!


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Putting People First: Leading in an Era of Constant Transformation

Leading in an era of constant disruption, change and transformation is not easy. In such transformation efforts, soft aspects of leadership play as crucial role as the hard aspects like systems thinking, innovation and execution of change.

Last week, I saw an insightful TED talk by Jim Hemerling where he outlined 5 ways to lead in an era of constant changes. He says,

Let’s acknowledge that change is hard. People naturally resist change, especially when it’s imposed on them. But there are things that organizations do that make change even harder and more exhausting for people than it needs to be. First of all, leaders often wait too long to act. As a result, everything is happening in crisis mode. Which, of course, tends to be exhausting. Or, given the urgency, what they’ll do is they’ll just focus on the short-term results, but that doesn’t give any hope for the future. Or they’ll just take a superficial, one-off approach, hoping that they can return back to business as usual as soon as the crisis is over.

Sustainable change and transformation requires inclusive leadership that inspires through purpose, develops people and builds a culture of continuous learning.

Here are my sketch notes summarizing the key insights from the talk.

 

Related Posts/Sketchnotes at QAspire:

5 C’s for Great Talent

What do you look for when you look for talent?

Competence is the key to solving problems but competence alone is not sufficient for success. In current context, I would define talent as a combination of competence, commitment, learning agility, attitude/character, communication skills, ability to collaborate across different cultures, critical thinking and creative problem solving.

Back in 2010, I interviewed John Spence on this blog when he released his new book titled Awesomely Simple – Essential Business Strategies For Turning Ideas Into Action. The book offers great ideas to simplify work life which I often refer.

In the same year 2010, American Management Association released result of their Critical skill survey which outlined Creativity, Communication, Collaboration and Critical Thinking as key skills for future success.

In the book, John defines business success as a combination of culture and great talent, and further offers 5 C’s of Great Talent, which I found very useful. 

Here is a quick sketch note version of 5 C’s of Great Talent.

Related Reading at QAspire: Skills For Future Success in a Disruptive World of Work

In 100 Words: Finding Inspiration

We either wait for inspiration to happen to us or try finding it from somewhere (books/blogs/videos etc). I have spent countless hours trying to wait or find inspiration. It helped, but only for a short while.

A better way to create inspiration, in my experience, is to get down to doing things. Once you dedicate yourself to the cycle of doing, delivering and improving, that becomes the source of your inspiration, the one that feeds more inspiration.

Ralph Waldo Emerson rightly said, “An ounce of action is worth a ton of theory.”

The best inspiration happens while doing the work!

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Also Read at QAspire

Making Work More Effective

Here is what leaders often do – when faced with a complex situation at work, they add more meetings, task forces, new procedures and governance structures that makes things more complex. What we need to handle complex challenges is simplicity that leads to effectiveness.

Simon Terry, whose thinking I really admire, wrote a short post titled “Five Ways to Make Work More Effective” offering vital ideas about efficient work.

Meetings, unending email threads, too much focus on consensus building, siloed thinking and lack of experimentation are some of the biggest wastes in an organization. They sap productivity, hurt engagement and kill accountability.

If you are a leader or a manager, this might just be a reminder you need often to ensure that you create an environment of effective work – smart work as they call it!

Here’s a quick sketch summary of the post!

Related Reading at QAspire

The Neo-Generalist

The books I love the most are not the ones that offer off-the-shelf “solutions” but ones that start a conversation, catalyze thinking, elevate understanding and help in thinking about a topic in novel ways.

And that’s why I loved reading “The Neo-Generalist” by Kenneth Mikkelsen and Richard Martin.  It is a book that bridges the gap between two extremes of specialism and generalism and introduces a neo-generalist as:

“The neo-generalist is both specialist and generalist, often able to master multiple disciplines. We all carry within us the potential to specialise and generalise. Many of us are unwittingly eclectic, innately curious. There is a continuum between the extremes of specialism and generalism, a spectrum of possibilities. Where we stand on that continuum at a given point in time is governed by context.”

The book introduces the concept and then takes it forward with the help of stories from many people who were interviewed as a part of the research for this book. Reading diverse journeys of so many multi-disciplinarians was insightful and only added new dimensions to the topic.

Somewhere in these narratives and stories, I could sense a deep connection with my own inclination towards neo-generalism right from my choices in school to how I have evolved as a professional. From that perspective, reading this book was very rewarding because it helped me map my own journey to the specialist-generalist continuum that this book talks about. Gaining new perspectives and expanding my own understanding of how we learn, choose and do things was a huge bonus.

I also loved the organization of book where quotes so eloquently encompass and extend the essence of the ideas. The bibliography section of book recommends other rich resources for extending the conversation.

Here is a sketch note summary of key points from the book that may offer a small preview of some key insights from this treasure.

More on The Neo-Generalist
Related Topics at QAspire

Nobody Rises To Low Expectations

If you are dealing with a mediocre team or average performance from people, check what you are expecting from them. People respond to expectations (implicit and explicit) and raising the bar of expectations is a great way to enable growth and potential in people.

Raising Expectations Doesn’t Mean Pressurizing People

Setting high expectation means providing clarity of purpose, helping people find meaning of their work, helping them see what success looks like and then helping them along the way. It is a common misconception that the only way to raise expectations is to put undue pressure on people. Pressure can help people perform, but only till a certain point beyond which it results in a burnout. In a creative world of work, people step up when they know the difference their effort can make. It is a leader’s job to enable the ecosystem of conversation, clarity and collaboration.

To Believe that People Can Do Better

When you raise expectations, people will falter. The key is to have a belief that people can do better. It is easy to give up on someone and blame their limitations. It is incredibly hard to handhold, believe, enable and help.

Know Where to Raise Expectations

To be able to set the expectations higher, a leader has to have a deep understanding of the work people do. As a leader, if you don’t understand the nuances of how work is done, you will never be able to raise the bar for others. Leader also needs ability to decide when to focus on details (activities, task, operational aspects) and when to see a broad picture (values, behaviors, methods, results etc).

Finally…

Once you raise expectations, be a catalyst of their performance. When you see their efforts towards raising the bar, acknowledge it early and often. Celebrate small milestones because appreciation is the fuel of high performance. Fail to do this and people will fall into the trap of “it is never enough” mindset. When they know that you are raising expectations only to squeeze something out of them, they will soon disengage.

Bottomline: If you are a leader at any level (yes, parents are leaders too), do keep raising the bar of expectations. You will be surprised to see how people step up and respond!

By the way, this also applies to expectations that you have from your own self!

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Also Check Out:

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Thanks to Sebastian Andreo for sharing his view via Twitter on acknowledging, appreciating and celebrating the efforts. I updated the post.

Six Rules to Simplify Work

Most re-organization efforts either focus on hard stuff (processes, strategy, structure, KPI’s) or on soft stuff (culture, values, relationships, feelings). I have seen very few reorganization efforts in my career that are focused on the most important aspect of how value is delivered to customers: Simplicity

Simplicity stems from decentralization of power. “New Power” as they call it, is all about empowering people, creating conducive ecosystems for performance, learning collectively and encouraging collaboration. Most complexity in organization is introduced in an attempt to centralize power. The focus then is on adding more checks, processes, structures, metrics, KPI’s, incentives, coordinating offices and such.

Yesterday, I saw a very interesting TED talk by Yves Morieux (Boston Consulting Group) where he says,

Complicatedness: This is your battle, business leaders. The real battle is not against competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness. Only you can fight, can do it.

The talk sets the context on how organizations increase complexity and offers useful ideas on how work can be simplified. Here are my notes from the talk and I recommend you watch this insightful and provocative talk to gain a more well rounded view.

More Posts on Simplicity at QAspire