tag:blogger.com,1999:blog-90488360496942049422024-03-05T11:54:35.229-05:00OpenTeams and Organization 2.0Web-hosted collaborative software pioneering a better way to work in the 21st century.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.comBlogger70125tag:blogger.com,1999:blog-9048836049694204942.post-72320603468647422122014-10-13T22:11:00.001-05:002014-10-13T22:11:59.395-05:00Reinventing Organizations<a href="https://www.youtube.com/watch?v=gcS04BI2sbk&feature=youtu.be&noredirect=1">A talk and Q&A</a> by fellow McKinsey alumnus Frederic Laloux about his book "<a href="http://www.amazon.com/dp/2960133501">Reinventing Organizations</a>". He lays out the 3 key breakthroughs of the next generation of organizations:<br />
<br />
<ol>
<li>Self-management</li>
<li>Wholeness (I would call it Authenticity)</li>
<li>Evolutionary Purpose</li>
</ol>
<br />
I would say the Bossless Organization is very strong on #1, and definitely compatible with #2 and #3. It's a long video, but well worth watching. I've started on the book too, and it is definitely a must-read.<br />
<br />
<iframe allowfullscreen="" frameborder="0" height="288" src="//www.youtube.com/embed/gcS04BI2sbk" width="384"></iframe>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-36470964899920660432014-07-07T19:30:00.000-05:002014-07-07T19:30:12.649-05:00A 21st Century Global Declaration of Independence<a href="http://edgeperspectives.typepad.com/edge_perspectives/2014/07/a-21st-century-global-declaration-of-independence.html">An incredibly inspiring post from John Hagel for Independence Day</a>...<br />
<br />
<h3 class="entry-header" style="background-color: white; border: 0px; font-family: 'Trebuchet MS', Verdana, sans-serif; font-size: large; line-height: 19.5px; margin: 1px 0px 10px;">
<a href="http://edgeperspectives.typepad.com/edge_perspectives/2014/07/a-21st-century-global-declaration-of-independence.html">A 21st Century Global Declaration of Independence</a></h3>
Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com2tag:blogger.com,1999:blog-9048836049694204942.post-14170818695367495432012-11-20T08:18:00.001-06:002012-11-20T08:18:33.284-06:00When No Boss Is The Best BossI'm quoted quite a bit on the concept of the Bossless Organization in <a href="http://www.internetevolution.com/author.asp?section_id=774&doc_id=246119&f_src=internetevolution_sitedefault">this article</a> by Mary Jander, the Managing Editor over at Internet Evolution. Surprisingly active comments too. I think the concept really engages people.<br />
<br />
"<a href="http://www.internetevolution.com/author.asp?section_id=774&doc_id=246119&f_src=internetevolution_sitedefault">When No Boss Is The Best Boss</a>"Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com17tag:blogger.com,1999:blog-9048836049694204942.post-8033438628972814122012-06-25T08:21:00.002-05:002012-06-25T08:24:41.619-05:00Self-Management wins M-PrizeSelf-management was a big winner in the newest round of <a href="http://www.managementexchange.com/feature/m-prize-winners">Harvard Business Review/McKinsey Management Innovation Prizes</a>, with <a href="http://www.managementexchange.com/feature/m-prize-winners">The Morning Star Company winning the Management Innovator of the Year award</a> and Paul Green Jr. winning for "<a href="http://www.managementexchange.com/story/colleague-letter-understanding-replacing-jobs-commitments">The Colleague Letter of Understanding: Replacing Jobs with Commitments</a>".<br />
<blockquote class="tr_bq">
<i>Morning Star is one of the world’s leading processors of tomatoes—and one of the most progressive models of a self-managed enterprise we’ve seen. The company was founded in 1970 with a distinct philosophy: people are most productive, creative and happy when they have personal control over their own lives. And the best organizations are those in which people are not managed by directive from above but when coordination happens among peers who manage their own relationships and commitments. In the last 30 years, founder Chris Rufer and his colleagues have built a company to bring that philosophy to life: no bosses, no titles, not job descriptions, and a sweeping scope of authority for every individual. ... At the heart of this peer-regulated collection of colleagues who determine their own roles and responsibilities is the “Colleague Letter of Understanding” or CLOU. Four years ago, the company introduced a custom social network to support a more dynamic, transparent, and scalable approach to self-management. Today, an ever-evolving (and immediately visible) network serves as “org chart” and peer-to-peer responsiveness replaces hierarchical control.</i></blockquote>
If you'd like to learn more, check out the <a href="http://self-managementinstitute.org/">Self-Management Institute</a>.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-72737939195638574802012-06-24T20:32:00.002-05:002012-06-24T20:32:20.099-05:00Does power corrupt?<a href="http://self-managementinstitute.org/blog/entry/does_power_corrupt_science_says---yes/">Science says yes</a>. Another strong reason for the Bossless Organization...Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-62405105108559467162012-06-20T20:51:00.002-05:002012-06-20T20:51:45.952-05:00WSJ discusses bossless organizations!And it's one of their most emailed stories, so it clearly struck an interest with readers. Try <a href="http://www.emailthis.clickability.com/et/emailThis?clickMap=viewThis&etMailToID=150664821">this link</a> or <a href="http://online.wsj.com/article/SB10001424052702303379204577474953586383604.html?mod=WSJ_hp_mostpop_read">this one</a> to read the whole story.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com5tag:blogger.com,1999:blog-9048836049694204942.post-23564504609433538022011-11-16T07:54:00.002-06:002011-11-16T07:59:18.189-06:00TED talk on the Bossless OrganizationBack in June I had the opportunity to speak at <a href="http://tedxhouston.com/2011/">TEDx Houston</a> on the University of Houston campus. It was a fantastic experience I really enjoyed. Well, <a href="http://www.youtube.com/watch?v=hQtDHY_tkns">the professionally edited video of my talk</a> is finally available: "<a href="http://www.youtube.com/watch?v=hQtDHY_tkns">What is Social Systems Architecture and why does it matter?</a>" It covers kind of a wide range of topics over 20 minutes, including material from my other blog, <a href="http://houstonstrategies.blogspot.com/">Houston Strategies</a>:<br />
<ol><li>The <a href="http://houstonstrategies.blogspot.com/2007/06/opportunity-urbanism-op-ed-in-chronicle.html">Opportunity Urbanism</a> philosophy of cities and how Houston is an exemplar of that model</li>
<li>Branding Houston</li>
<li>A transportation/transit solution for decentralized cities (like Houston)</li>
<li><b>Organization 2.0 and the Bossless Organization model</b></li>
<li>Reforming K-12 education with empowerment</li>
</ol>As a reader of this blog, #4 is probably what you're interested in, and that starts at the 13:37 point if you want to jump ahead.<br />
<br />
And yes, if you're wondering, I broke all the TED talk rules by packing way too much into my 20 minutes (and apologies in advance for the frequent throat clearing; lesson learned: no ice water before speaking). But I got some very positive feedback from the audience, so at least some people appreciated the difference from the usual TED talk model. The video does a decent job of capturing the slides too (use the bottom right-side arrows to make it full screen), but <a href="http://sayabit.com/tgattis/XRf0CF">you can also download a pdf of the slides here</a>. <br />
<br />
Enjoy. As always, thoughts and feedback are welcome in the comments.<br />
<br />
<iframe allowfullscreen="" frameborder="0" height="224" src="http://www.youtube.com/embed/hQtDHY_tkns" width="399"></iframe>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-78237088478209778422011-09-17T15:33:00.002-05:002011-09-17T15:33:09.877-05:00The Human ProjectA couple friends of mine (and fellow M-Prize winners!) are raising money for a very cool project: an application to enable a conversation on the future of our species (yes, I wish they'd think a little bigger too ;-) They're in the last few days of <a href="http://www.kickstarter.com/projects/thehumanprojectapp/the-human-project-app">Kickstarter crowdsourced funding</a>, so <a href="http://www.kickstarter.com/projects/thehumanprojectapp/the-human-project-app">check out the video</a> and then support as you're inspired - even if it's just a tweet or Facebook "like" to spread the word. Thanks.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-41716610754281234922011-06-13T22:01:00.000-05:002011-06-13T22:01:37.639-05:00Shereef Bishay on the Open Enterprise at TEDxSFVery similar principles to the Bossless Organization.<br />
<br />
<iframe allowfullscreen="" frameborder="0" height="262" src="http://www.youtube.com/embed/D--Ob2CxLds" width="420"></iframe>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-17139177821458058752011-05-30T14:40:00.000-05:002011-05-30T14:40:13.707-05:00Gary Hamel: Reinventing the Technology of Human AccomplishmentHe does an amazing job here of packing the essence of Management 2.0 into a concise 15-minute video with very cool and perfectly synchronized background graphics. Highly recommended. Zoom it to full screen for best watching. <a href="http://www.managementexchange.com/video/gary-hamel-reinventing-technology-human-accomplishment">Original content/post here</a>.<br />
<br />
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Obviously the point of management 2.0 is to bring out the higher levels in employees. <a href="http://thehypertextual.com/2010/04/08/gary-hamels-pyramid-of-human-capabilities/">More here</a>.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="http://i168.photobucket.com/albums/u169/ceciiil/garypyramid.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="297" src="http://i168.photobucket.com/albums/u169/ceciiil/garypyramid.jpg" width="400" /></a></div>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-52508176289286444382011-04-08T19:53:00.002-05:002012-01-02T15:53:53.338-06:00Gary Hamel writes about the Bossless Organization in the Wall Street Journal<div class="tr_bq">Good nutshell summary - <a href="http://blogs.wsj.com/management/2011/04/06/improving-our-capacity-to-manage/">scroll down to the second item here</a>. <a href="http://openteams.blogspot.com/2010/11/bossless-organization-wins-m-prize.html">Go here for more on the Bossless Organization winning the M-Prize</a>.</div><br />
Here's the excerpt:<br />
<blockquote><a href="http://www.managementexchange.com/hack/bossless-organization-bosses-mentor-investors">The boss-less organization: From bosses to mentor/investors</a><br />
A hack from Tory Gattis <br />
<br />
How do you move from a “command-and-control” leadership structure to one focused on motivating and mentoring? That’s the challenge Tory Gattis, founder of OpenTeams, takes on in his hack. Gattis argues that organizations need to abandon the boss-subordinate hierarchy in favor a new relationship that brings internal “mentor investors” together with intrapreneurial teams. Like Silicon Valley’s angel investors, mentors would provide funding, offer advice and make connections—but wouldn’t directly manage.<br />
<br />
Key elements of the hack: Employees pitch ideas for investment—for a small project aimed at operational improvement or something grander. There is a large network of mentor investors who are able to provide funding and project teams are free to shop their ideas around. Investors can form syndicates to back bigger, riskier investments. Over time, successful investors and teams would command a larger share of resources.<br />
<br />
In an organization built around Gattis’ hack, every idea would have the chance to compete on an equal footing and no single manager would have the power to kill a great idea. That would be a huge spur for innovation and proactive change.</blockquote>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-8653666289518927432011-02-23T22:42:00.001-06:002011-11-16T07:57:35.488-06:00Self-Management Institute features the Bossless OrganizationNot sure how long it will last, but <a href="http://www.self-managementinstitute.org/">it's up now</a> (and <a href="http://self-managementinstitute.org/blog/entry/the_boss/">here in their archives</a>). Morning Star is a real company of substantial size that has no bosses and no hierarchy. There's a lot of other good material there too, so <a href="http://www.self-managementinstitute.org/">check it out</a>.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-64993447381779551252011-01-05T18:53:00.001-06:002011-01-05T18:53:42.444-06:00The problem of leadership and bureaucracy articulatedOn the surface, this article titled "<a href="http://www.theamericanscholar.org/solitude-and-leadership/">Solitude and Leadership</a>" from a lecturer at West Point wouldn't seem to have a lot to do with the theme of this blog. But it does one of the best jobs I've ever seen at articulating the core problem with bureaucratic hierarchies. Overall it's one of the best articles I've read in years - and I read a <i>lot </i>of articles. <a href="http://www.nytimes.com/2010/12/24/opinion/24brooks.html?_r=1&ref=davidbrooks">NYT columnist David Brooks gave it a best-of-2010 award</a>. Definitely read <a href="http://www.theamericanscholar.org/solitude-and-leadership/">the whole thing</a>, but here's a couple excerpts to get you interested:<br />
<blockquote>"That’s really the great mystery about bureaucracies. Why is it so often that the best people are stuck in the middle and the people who are running things—the leaders—are the mediocrities? Because excellence isn’t usually what gets you up the greasy pole. What gets you up is a talent for maneuvering. Kissing up to the people above you, kicking down to the people below you. Pleasing your teachers, pleasing your superiors, picking a powerful mentor and riding his coattails until it’s time to stab him in the back. Jumping through hoops. Getting along by going along. Being whatever other people want you to be, so that it finally comes to seem that, like the manager of the Central Station, you have nothing inside you at all. Not taking stupid risks like trying to change how things are done or question why they’re done. Just keeping the routine going.<br />
<br />
...environments where what is rewarded above all is conformity... I realized that this is a national problem. We have a crisis of leadership in this country, in every institution."</blockquote>And that's why Management 2.0, Organization 2.0, the Bossless Organization, or whatever you want to call it is so critical to the future of not just our country, but all of human civilization.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com9tag:blogger.com,1999:blog-9048836049694204942.post-20903561273417543862010-12-20T14:12:00.000-06:002010-12-20T14:12:54.656-06:00Dan Pink TED Talk on the surprising science of motivationGreat talk on why incentives often backfire and the importance of intrinsic motivation with purpose, autonomy, and mastery. He explicitly calls for a rethinking of how we practice management.<br />
<br />
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<blockquote>I'm so pleased to inform you that you've won an M-Prize for the Hack you contributed to the MIX: <a href="http://www.managementexchange.com/hack/bossless-organization-bosses-mentor-investors">The Bossless Organization: From Bosses to Mentor Investors</a><br />
<br />
We combed through hundreds of contributions from MIXers from around the world and from every kind of organization—looking for boldness, originality, thoroughness, and the ability to inspire and instruct in equal measure. We certainly found those qualities in your contribution!<br />
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The official announcement of the winners is tomorrow morning (10am EST). <a href="https://www.mckinseyquarterly.com/Dispatches_from_the_front_lines_of_management_innovation_2705">The McKinsey Quarterly will publish an article about the M-Prize</a> and will send an alert to hundreds of thousands of subscribers. We'll celebrate you and your fellow winners on the <a href="http://www.managementexchange.com/">MIX home page</a>, <a href="http://www.managementexchange.com/m-prize">M-Prize page</a> and in a series of blog posts from me and Gary Hamel. You'll also receive recognition on the MIX and the Quarterly's Facebook and Twitter streams and in a variety of our partner's forums (from the <b>Wall Street Journal</b> to <span class="Apple-style-span" style="color: black;"><a href="http://opensource.com/">opensource.com</a></span>). We'll keep you posted as these announcements go live. And, of course, you are now a lucky ticket holder for the <a href="http://us.hsmglobal.com/contenidos/wifhome2011.html"><span class="Apple-style-span" style="color: black;">2011 World Innovation Forum</span></a>.</blockquote>Judges for the M-Prize included CEOs and thought leaders such as <a href="http://www.managementexchange.com/users/bill-george">Harvard professor and former Medtronic CEO Bill George</a>, <a href="http://www.managementexchange.com/users/terri-kelly">W.L Gore's CEO Terri Kelly</a>, <a href="http://www.managementexchange.com/users/john-mackey">Whole Foods' Founder and CEO John Mackey</a>, <a href="http://www.managementexchange.com/users/tom-malone">"Future of Work" MIT professor Tom Malone</a>, and <a href="http://www.managementexchange.com/users/leighton-read">venture capitalist Leighton Read</a>. I'd say that's quite a list of endorsements!<br />
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<a href="http://www.managementexchange.com/blog/m-prize/announcing-m-prize-winners-audacity-imagination-experimentation">You can read an extended blog post about the contest and the winners here: "Announcing the M-Prize Winners: Audacity, Imagination, Experimentation"</a><br />
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I have to say I was surprised and stunned to receive such an honor. It is an incredibly exciting development, and one that I hope acts as a spark to get more organizations to experiment with management 2.0 concepts, including the Bossless Organization. If the concept is something of interest to you, please drop me a line (tgattis (at) openteams.com), most especially if you might consider trying it inside your own organization.<br />
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<b>Update</b>: <a href="https://www.mckinseyquarterly.com/Dispatches_from_the_front_lines_of_management_innovation_2705">The McKinsey Quarterly has published their article on the M-Prize winners here</a>, including a sidebar on the Bossless Organization.<br />
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<b>Update 2</b>: <a href="http://blogs.wsj.com/management/2011/04/06/improving-our-capacity-to-manage/">Gary Hamel summarizes the Bossless Organization in the Wall Street Journal here</a>. See the second item.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-21607930496580095442010-10-20T12:52:00.002-05:002010-10-20T12:54:23.639-05:00SIDEARM Presentation to the Business Complexity ConferenceI partnered up with <a href="http://www.linkedin.com/in/hcpark">Howard Park</a> at <a href="http://www.model-answers.com/">ModelAnswers</a> to submit a paper to the <a href="http://businesscomplexity.com/bizcom2010/agenda.php">Business Complexity & The Global Leader Conference</a> held this week at Suffolk University in Boston. The paper is titled <span class="Apple-style-span" style="-webkit-border-horizontal-spacing: 2px; -webkit-border-vertical-spacing: 2px; border-collapse: collapse; font-family: Arial, sans-serif; font-size: 12px; line-height: 15px;"><a href="http://www.model-answers.com/resources/SIDEARM_by_Howard_Park_and_Tory_Gattis.pdf" style="color: blue; font-family: Arial, sans-serif; font-size: 12px; font-style: normal; font-weight: normal; text-decoration: underline;" target="_blank">SIDEARM (Self-organizing for Innovation, Decisions, Engagement, Action, and Risk Mitigation)</a></span>, and it includes the concepts of horizontal and vertical compression (visual complex systems modeling and the Bossless Organization, respectively). They accepted it and Howard was able to attend and present it today with <a href="http://prezi.com/by5qa8koodow/sidearm-self-organizing-for-innovation-decisions-engagement-action-and-risk-mitigation/">this slick Prezi presentation</a>, while I attended via Skype. It was well-received and generated some good Q&A. Here's the abstract:<br />
<blockquote>The BP oil spill disaster has shown us all too vividly the catastrophic consequences of excessive organizational complexity and the potential risks to corporate longevity. This paper sets out a model for both the horizontal and vertical compression of organizations to simplify them for enhanced risk mitigation, with additional benefits for innovation, decision-making, employee engagement and action. Horizontal compression involves complex systems visualization, modeling, and simulation for cross-organizational integrated solutions, leading to better decision-making, action, and risk mitigation. We also propose vertical compression of the bureaucratic, command-and-control hierarchy into a flat, entrepreneurial, market-based, self-organizing Bossless Organization. This model is inspired by the Silicon Valley and open source ecosystems to improve innovation, employee engagement, and adaptation to the rapidly changing business environment. Bosses are replaced by non-controlling Mentor Investors—modeled on the angel investors of Silicon Valley—who then sponsor self-organizing, intrapreneurial project teams. Linus’ Law of the open source movement also enhances risk mitigation (and therefore corporate longevity): “Given enough eyeballs, all bugs are shallow.” The combined horizontal and vertical compression components of the SIDEARM model can provide a powerful and sustainable competitive advantage to any organization.</blockquote>If you have any questions or would like to explore the SIDEARM model for your organization, please don't hesitate to comment here or contact <a href="http://www.model-answers.com/contact.html">Howard</a> or myself (tgattis (at) openteams.com).Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-70079229909464859162010-10-01T07:29:00.000-05:002010-10-01T07:29:00.846-05:00OpenTeams profiled in the Houston Chronicle<a href="http://www.chron.com/disp/story.mpl/tech/news/7226352.html">OpenTeams was profiled in the Business section of the Houston Chronicle this morning</a>! The nonprofit K-12 education initiative mentioned is still in the early stages, but I'll post more on it here as it develops. Very exciting potential. In the meantime, if you might like to help or be involved, email me at tgattis (at) openteams.com. Thanks.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-67503396658738376952010-08-21T19:03:00.003-05:002010-08-21T19:09:22.858-05:00The End of ManagementWall Street Journal Deputy Managing Editor Alan Murray has an excellent essay in the paper today titled "<a href="http://www.emailthis.clickability.com/et/emailThis?clickMap=viewThis&etMailToID=559059224"><i>The End of Management</i></a><i>: Corporate bureaucracy is becoming obsolete. Why managers should act like venture capitalists.</i>" It stunned me in its alignment with the <a href="http://openteams.blogspot.com/2010/05/designing-bossless-organization-from.html">Bossless Organization</a> (aka Organization 2.0), all the way down to the venture capital model and entrepreneurial, ad-hoc teams of peers.<br />
<div><br />
</div><div>It starts by arguing that, if management of the corporate bureaucracy was the most important innovation of the 20th century (Drucker), changes in the 21st century are rapidly making it obsolete: globalization, accelerating innovation, relentless competition, rapidly changing markets - they simply can't adapt fast enough. That's half of the problem - the other half is rapidly dropping transaction costs reducing the need for large, bureaucratic corporations (a la Ronald Coase). Mass collaboration is now easily accessible and affordable via the Internet. He then moves on to what's next:</div><blockquote>...the trends here are big and undeniable. Change is rapidly accelerating. Transaction costs are rapidly diminishing. And as a result, everything we learned in the last century about managing large corporations is in need of a serious rethink. <b><i>We have both a need and an opportunity to devise a new form of economic organization</i></b>, and a new science of management, that can deal with the breakneck realities of 21st century change.<br />
...<br />
The new model will have to be <b>more like the marketplace</b>, and less like corporations of the past. It will need to be <b>flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities</b>.<br />
...<br />
This is the core of the innovator's dilemma. The big companies Mr. Christensen studied failed, not necessarily because they didn't see the coming innovations, but because they failed to adequately invest in those innovations. To avoid this problem, the people who control large pools of capital <b>need to act more like venture capitalists</b>, and less like corporate finance departments. They need to make lots of bets, not just a few big ones, and they need to be willing to cut their losses.<br />
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The resource allocation problem is one Google has tried to address with its "20%" policy. All engineers are allowed to spend 20% of their time working on Google-related projects other than those assigned to them.<br />
...<br />
In addition to resource allocation, there's <b>the even bigger challenge of creating structures that motivate and inspire workers</b>. There's plenty of evidence that most workers in today's complex organizations are simply not engaged in their work. Many are like Jim Halpert from "The Office," who in season one of the popular TV show declared: "This is just a job.…If this were my career, I'd have to throw myself in front of a train."<br />
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The new model will have to <b>instill in workers the kind of drive and creativity and innovative spirit more commonly found among entrepreneurs</b>. It will have to <b>push power and decision-making down the organization as much as possible</b>, rather than leave it concentrated at the top. Traditional bureaucratic structures will have to be replaced with something more like <b>ad-hoc teams of peers</b>, who come together to tackle individual projects, and then disband.<br />
...<br />
The new model will have to go further. New mechanisms will have to be created for harnessing the "<b>wisdom of crowds</b>." Feedback loops will need to be built that allow products and services to constantly evolve in response to new information. <b>Change, innovation, adaptability</b>, all have to become orders of the day.<br />
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Can the 20th-century corporation evolve into this new, 21st-century organization? It won't be easy. The "innovator's dilemma" applies to management, as well as technology. But the time has come to find out. The old methods won't last much longer.</blockquote><div>Hear, hear!</div>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-794861182746489342010-05-20T16:06:00.001-05:002010-10-20T13:05:26.775-05:00Designing the Bossless Organization: From Bosses to Mentor InvestorsI was able to make <a href="http://sayabit.com/tgattis/Y8lksU">this presentation</a> at the <a href="http://www.self-managementinstitute.org/">Self-Management Institute</a> Symposium last week in California. It was well received and generated a lot of dialogue. So this week <a href="http://www.managementexchange.com/users/tgattis">I registered at the Management Innovation Exchange (MiX) community</a> and <a href="http://www.managementexchange.com/node/3347">submitted a condensed version as a 'hack'</a>. Let me know what you think, over there or over here (although voting/rating over there is appreciated). Thanks.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-30831880003813249602010-04-19T17:06:00.000-05:002010-04-19T17:06:32.040-05:00Hamel speech and community on reinventing managementCheck out the new <a href="http://managementexchange.com/">Management Innovation eXchange (MIX)</a> online community created by Gary Hamel and others:<br />
<blockquote><b>The MIX is an open innovation project aimed at reinventing management for the 21st century.</b> Here on the MIX impassioned innovators from around the world are working together to tackle today’s — and tomorrow’s — toughest management challenges.</blockquote>Great stuff. I'm looking forward to actively monitoring and participating. <br />
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Also check out this transcript of an excellent Gary Hamel speech at the recent HCL Global Meet 2010: <a href="http://unstructure.org/hclglobalmeet2010/upside-down-and-inside-out-reinventing-management-for-a-networked-world-by-gary-hamel/">Upside Down and Inside Out: Reinventing Management for a Networked World by Gary Hamel</a><br />
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He makes a comprehensive and compelling case for reinventing the "technology" of management. I personally found it incredibly inspiring. It's gonna be an amazing decade of transformation for organizations of all types.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-64535399760787003762009-11-23T08:43:00.001-06:002009-11-23T08:45:26.776-06:00Managers a Barrier to 'Good Jobs'"UK employers may have the will to provide good jobs, but they don’t know the way — and claim bad management’s a major obstacle in improving work."<br /><br />No excerpts for this one - <a href="http://blogs.bnet.co.uk/sterling-performance/2009/11/22/managers-a-barrier-to-good-jobs/">read the whole thing</a>.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com2tag:blogger.com,1999:blog-9048836049694204942.post-77973644617643954332009-08-03T15:45:00.000-05:002009-08-03T15:45:15.940-05:00Harnessing Crowds: Mapping the Genome of Collective IntelligenceI recently came across <a href="http://cci.mit.edu/publications/CCIwp2009-01.pdf">this excellent academic paper</a> from Dr. Thomas Malone (of "<a href="http://www.amazon.com/gp/product/1591391253?ie=UTF8&tag=socialsystems-20&linkCode=as2&camp=1789&creative=9325&creativeASIN=1591391253">The Future of Work</a>" fame) and others from the MIT Center for Collective Intelligence (a fancy term for radical decentralization, crowd-sourcing, wisdom of crowds, peer production, and wikinomics - defined very broadly as groups of individuals doing things collectively that seem intelligent). They examined 249 examples of collective intelligence such as Google's search engine, Wikipedia, Linux, and others to come up with a classification framework for different approaches to collective intelligence.<br /><br />Here is the high-level framework they came up with:<br /><ul><li><span style="font-style: italic;">Who </span>is performing the task? Hierarchy or the Crowd?</li><li><span style="font-style: italic;">Why </span>are they doing it? Money, Love, or Glory?<br /></li><li><span style="font-style: italic;">What </span>is being accomplished? Create or Decide?<br /></li><li><span style="font-style: italic;">How </span>is it being done? Collection, Collaboration, Group decision (voting, consensus, averaging, or prediction markets), or Individual decision (markets or social networks)?</li></ul>Taking these "genes", you can assemble the "genome" for any specific instance, and they include examples for Linux, Wikipedia, Innocentive, and Threadless. Table 5 on page 14 has an excellent chart of when each gene is useful.<br /><br />Of course, in most every organization today, everything is channeled through the hierarchy gene, even though others could be more appropriate and effective for different tasks, especially innovation. It's a superb framework for measuring up against your organization to see which pieces are missing. It also outlines many of the "genes" we want to include in Organization 2.0. Great stuff. Highly recommended.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1tag:blogger.com,1999:blog-9048836049694204942.post-11246058248575400322009-07-25T10:06:00.002-05:002009-07-27T18:37:36.443-05:00VOA picks up the story on NASA 2.0<a href="http://www.voanews.com/english/2009-07-17-voa3.cfm">Pictured and quoted</a>, and <a href="http://www1.voanews.com/urdu/news/moon-humanlanding-51188977.html">Arabic version</a>. <a href="http://openteams.blogspot.com/2009/07/transform-nasa-into-google-of.html">Op-ed</a> is generating a lot of interest.<br /><br /><span style="font-weight: bold;">Update</span>: <a href="http://www.youtube.com/watch?v=bW_3N4WhfP0&feature=channel_page">The video</a>. We're at the 2:14 point.Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com0tag:blogger.com,1999:blog-9048836049694204942.post-30139922180769659392009-07-05T08:57:00.001-05:002009-07-07T16:03:53.963-05:00Transform NASA into the "Google of Government"Welcome everyone checking out the blog after reading <a href="http://www.chron.com/disp/story.mpl/editorial/outlook/6512891.html">this morning's op-ed in the Houston Chronicle</a>. Since Chronicle links aren't permanent, I'll repost it in its entirety below. Comments are welcome below, or, if you'd like to support this initiative, please email me at tgattis (at) openteams.com<br /><br /><span style="font-weight: bold;">Update</span>: <a href="http://www.bakerinstitute.org/publications/TSPP-pub-ChronBronkNASA-070509.pdf">a pdf of the newspaper page</a> with the artwork.<br /><br />GOVERNMENT 2.0<br /><br /><span style="font-size:130%;"><span style="font-weight: bold;">Give NASA the chance to be next Google</span></span><br /><br /><span style="font-weight: bold;">Space agency's as good a place as any to bring bureaucracy into the 21st century</span><br /><br />By <a href="http://www.linkedin.com/in/torygattis">TORY GATTIS</a> and <a href="http://www.bakerinstitute.org/personnel/fellows-scholars/cbronk">CHRIS BRONK</a><br />Houston Chronicle July 4, 2009, 7:40PM<br /><p id="id2443221" class="Text-TextBody HoustonText alcp">As it celebrates the 40th anniversary of the Apollo moon landings, NASA may be facing its greatest challenge in history. Envisaged is a return to the moon, the establishment of a base there and a push on to Mars, all within far more severe budget and safety constraints than the Apollo program. Failure could mean the end of the organization. As former astronaut Bob Crippen pointed out recently (“The next step in space exploration,” Outlook, June 28, Page B8), the growing time gap between retirement of the space shuttle and new manned launch vehicles threatens the economic and technical base of the U.S. aerospace industry. Meanwhile, China’s space program, flush with funds, continues to rise as a competitor. Imagine what it will achieve with the same focus and funding that was lavished on the 2008 Olympics.</p> <p id="id2434165" class="Text-TextBody HoustonText">A radical breakthrough is needed. There are well-documented problems with the existing bureaucracy, and heavy reliance on private contractor outsourcing has not been a panacea. To succeed, NASA will need an organization that can enable something like a “Moore’s Law of Space Travel” — yielding continuous reductions in the costs and risks of space travel similar to the rapid improvements we’ve seen in computer technology.</p><p id="id2434182" class="Text-TextBody HoustonText">At the same time, the Obama administration wants to pioneer “Government 2.0” based on modern “Web 2.0” collaboration technologies to improve both efficiency and effectiveness. It wants government to be more agile, innovative and entrepreneurial, and has hired federal information and technology officers to make this happen. What the administration needs is an agency to create a prototype of these new approaches — a “Google of government” able to transplant the Silicon Valley entrepreneurial ecosystem inside its organization to yield a continuous stream of innovations. Who better than NASA to pioneer this approach?</p><p id="id2434185" class="Text-TextBody HoustonText">NASA is in an absolutely unique position to prototype a 21st-century organization. Given current political and budget constraints, many may consider the mission near impossible, but NASA has a mandate for change. It is expected to be creative, innovative and future-oriented. The public expects most of government and the private sector to be safe and conservative, but people understand that NASA must take risks to achieve great things with limited resources.</p><p id="id2443676" class="Text-TextBody HoustonText">The rise of the open-source software movement is another example of the new, innovative organization. These very loose, voluntary associations have created massively complex applications like the Linux operating system and the Apache Web server — both now dominant applications on the Internet. The open-source movement has a principle known as Linus’ Law: “Given enough eyeballs, all bugs are shallow.” With the extreme consequences of potential “bugs” in the Moon-Mars mission model, the open-source approach may have useful applications at NASA. It could also be an effective way to work with international, academic and private-sector partners, as well as to build public engagement.</p><p id="id2443697" class="Text-TextBody HoustonText">To kick off NASA’s transformation, we are calling for the creation of a permanent blue-ribbon advisory commission drawing on leading private and academic experts, such as Massachusetts Institute of Technology’s Center for Coordination Science, the Management Innovation Lab (MLab), McKinsey & Co., and even Google itself. By integrating these cutting-edge organizational tools and concepts into a single prototype organization, NASA can create a successful model that can be emulated elsewhere in government and industry. This next-generation organization may be more valuable to society than all the accumulated spin-off technologies from a Moon-Mars mission, perhaps even besting the greatest government spin-off to date: the Internet.</p> <p id="id2438064" class="Taglines,Signers,Etc.-Signer Italic HoustonText"><em class="Taglines,Signers,Etc.-Signer Italic HoustonText">Gattis, a Houstonian, blogs on Organization 2.0 as a social systems architect with OpenTeams Software. Bronk is the fellow for technology, society and public policy at Rice University’s James A. Baker III Institute for Public Policy.</em></p>Tory Gattishttp://www.blogger.com/profile/14219981302409618830noreply@blogger.com1