TED演讲稿英文.docx

TED演讲稿英文.docx

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TED演讲稿英文

当工作越来越复杂，给你6个简化守则

Ihavespentthelastyears,tryingtoresolvetwoenigmas:

whyisproductivitysodisappointinginallthecompanieswhereIworkIhaveworkedwithmorethan500companies.Despiteallthetechnologicaladvance–computers,IT,communications,telecommunications,theinternet.

Enigmanumbertwo:

whyistheresolittleengagementatworkWhydopeoplefeelsomiserable,evenactivelydisengagedDisengagedtheircolleagues.Actingagainsttheinterestoftheircompany.Despitealltheaffiliationevents,thecelebration,thepeopleinitiatives,theleadershipdevelopmentprogramstotrainmanagersonhowtobettermotivatetheirteams.

Atthebeginning,Ithoughttherewasachickenandeggissue:

becausepeoplearelessengaged,theyarelessproductive.Orviceversa,becausetheyarelessproductive,weputmorepressureandtheyarelessengaged.Butasweweredoingouranalysiswerealizedthattherewasacommonrootcausetothesetwoissuesthatrelates,infact,tothebasicpillarsofmanagement.Thewayweorganizeisbasedontwopillars.

Thehard—structure,processes,systems.

Thesoft—feeling,sentiments,interpersonalrelationship,traits,personality.

Andwheneveracompanyreorganizes,restructures,reengineers,goesthroughaculturaltransformationprogram,itchoosesthesetwopillars.Nowwetrytorefinethem,wetrytocombinethem.Therealissueis–andthisistheanswertothetwoenigmas–thesepillarareobsolete.

Everythingyoureadinbusinessbooksisbasedeithertwooftheotherortheircombine.Theyareobsolete.HowdotheyworkwhenyoutrytousetheseapproachesinfrontofthenewcomplexityofbusinessThehardapproach,basicallyisthatyoustartfromstrategy,requirement,structure,processes,systems,KPIs,scorecards,committees,headquarters,hubs,clusters,younameit.Iforgotallthemetrics,incentives,committees,middleofficesandinterfaces.Whathappensbasicallyontheleft,youhavemorecomplexity,thenewcomplexityofbusiness.Weneedquality,cost,reliability,speed.Andeverytimethereisanewrequirement,weusethesameapproach.Wecreatededicatedstructureprocessedsystems,basicallytodealwiththenewcomplexityofbusiness.Thehardapproachcreatesjustcomplicatednessintheorganization.

Let’stakeanexample.Anautomotivecompany,theengineeringdivisionisafive-dimensionalmatrix.Ifyouopenanycellofthematrix,youfindanother20-dimensionalmatrix.YouhaveMr.Noise,Mr.PetrolConsumption,Mr.Anti-CollisionPropertise.Foranynewrequirement,youhaveadedicatedfunctioninchargeofaligningengineersagainstthenewrequirement.Whathappenswhenthenewrequirementemerges

Someyearsago,anewrequirementappearedonthemarketplace:

thelengthofthewarrantyperiod.Sothereforetherequirementisrepairability,makingcarseasytorepair.Otherwisewhenyoubringthecartothegaragetofixthelight,ifyouhavetoremovetheenginetoaccessthelights,thecarwillhavetostayoneweekinthegarageinsteadoftwohours,andthewarrantybudgetwillexplode.So,whatwasthesolutionusingthehardapproachIfrepairabilityistherewrequirement,thesolutionistocreateanewfunction,Mr.Repairability.AndMr.Repairabilitycreatestherepairabilityprocess.Witharepairabilityscorecard,witharepairabilitymetricandeventuallyrepairabilityincentive.Thatcameontopof25otherKPIs.WhatpercentageofthesepeopleisvariablecompensationTwentypercentatmost,dividedby26KPIs,repairabilitymakesadifferenceofpercent.Whatdifferencediditmakeintheiraction,theirchoicestosimplifyZero.ButwhatoccursforzeroimpactMr.Repairability,process,scorecard,evaluation,coordinationwiththe25othercoordinatorstohavezeroimpact.Now,infrontofthenewcomplexityofbusiness,theonlysolutionisnotdrawingboxeswithreportinglines.Itisbasicallytheinterplay.Howthepartsworktogether.Theconnection,theinteraction,thesynapse.Itisnotskeletonofboxes,itisthenervoussystemofadaptivenessandintelligence.Youknow,youcouldcallitcooperation,basically.Wheneverpeoplecooperate,theyuselessresources.Ineverything.Youknow,therepairabilityissueisacooperationproblem.

Whenyoudesigncars,pleasetakeintoaccounttheneedofthosewhowillrepairthecarsintheaftersalesgarage.Whenwedon’tcooperateweneedmoretime,moreequipment,moresystem,moreteams.Weneed–whenprocurement,supplychain,manufacturingdon’tcooperateweneedmorestock,moreinvestories,moreworkingcapital.

WhowillpayforthatShareholderCustomersNo,theywillrefuse.SowhoisleftTheemployees,whohavetocompensatethroughtheirsuperindividualeffortsforthelackofcooperation.Stress,burnout,theyareoverwhelmed,accidents.Nowondertheydisengage.

Howdothehardandthesofttrytofostercooperation

Thehard:

inbanks,whenthereisproblembetweenthebackofficeandthefrontoffice,theydon’tcooperate.WhatisthesolutionTheycreateamiddleoffice.

WhathappensoneyearslaterInsteadofoneproblembetweenthebackandfront,nowhavetoproblems.Betweenthebackandthemiddleandbetweenthemiddleandthefront.PlusIhavetopayforthemiddleoffice.Thehardapproachisunabletofostercooperation.Itcanonlyaddnewboxes,newbonesintheskeleton.

Thesoftapproach:

tomakepeoplecooperate,weneedtomakethenlikeeachother.Improveinterpersonalfeelings,themorepeoplelaikeeachother,themoretheywillcooperate.Itistotallyworng.Itevencounterproductive.

Look,athomeIhavetwoTVs.WhyPreciselynottohavetocooperatewithmywife.Nottohavetoimposetradeoffstomywife.AndwhyItrynottoimposetradeoffstomywifeispreciselybecauseIlovemywife.IfIdidn’tlovemywife,oneTVwouldbeenough:

youwillwatchmyfavoritefootballgame,ifyouarenothappy,howisthebookorthedoor

Themorewelikeeachother,themoreweavoidtherealcooperationthatwouldstrainourrelationshipsbyimposingtoughtradeoffs.AndwegoforasecondTVorweescalatethedecisionaboveforarbitration.

Definitely,theseapproachesareobsolete.Todealwithcomplexity,toenhancenervoussystem,wehavecreatedwhatwecallthesmartsimplicityapproachbasedonsimplerules.Simplerulenumberone:

understandwhatothersdo.WhatistheirrealworkWeneedgobeyondtheboxes,thejobdescription,beyondthesurfaceofthecontainer,tounderstandtherealcontent.Me,designer,ifIputawirehere,Iknowthatitwillmeanthatwewillhavetoremovetheenginetoaccessthelights.Second,youneedtoreinforceintegrators.Integratorsarenotmiddleoffice,theyaremanagers,existingmanagersthatyoureinforcesothattheyhavepowerandinteresttomakeotherscooperate.HowcanyoureinforceyourmanagersasintegratorsByremovinglayers.Whentherearetoomanylayerspeoplearetoofarfromtheaction.ThereforetheyneedKPIs,metrics,theyneedpoorproxiesforreality.Theydon’tunderstandrealityandtheyaddthecomplicatednessofmetrics,KPIs.Byremovingrules—thebiggerweare,themoreweneedintegrators,thereforethelessruleswemusthave,togivediscretionarypowertomanagers.Andwedotheopposite–thebiggerweare,themoreruleswecreate.AndweendupwiththeEncyclopediaBritannicaofrules.Youneedtoincreasethequanitityofpowersothatyoucanempowereverybodytousetheirjudgment,theirintelligence.Youmustgivemorecardstopeoplesothattheyhavethecriticalmassofcardstotaketherisktocooperate,tomoveoutofinsulation.Otherwise,theywillwithdraw.Theywilldisengage.Theserules,theycomefromgametheoryandorganizationalsociology.Youcanincreasetheshadowofthefuture.Createfeedbackloopsthatexposepeopletotheconsequencesoftheiractions.ThisiswhattheautomotivecompanydidwhentheysawthatMr.Repairabilityhadnoimpact.Theysaidthedesignengineers:

now,inthethreeyears,whenthenewcarislaunchedonthemarket,youwillmovetotheaftersalesnetwork,andbecomeinchargeofthewarrantybudget,andifthewarrantybudgetexplodes,itwillexplodeinyourface.Muchmorepowerfulthanpercentvariablecompensation.Youneedalsotoincreasereciprocity,byremovingthebuffersthatmakeusself-sufficient.Whenyouremovethesebuffers,youholdmebythenose,Iholdyoubytheear.Wewillcooperate.RemovethesecondTV.TherearemanysecondTVsatworkthatdon’tcreatevalue,theyjustprovidedysfunctionalself-sufficiency.

Youneedtorewardthosewhocooperateandblamethosewhodon’tcooperate.TheCEOofTheLegoGroup,JK,hasagreatwaytouseit.Hesay,blameisnotforfailure,itisforfailingtohelporaskforhelp.Itchangeseverything.Suddenlyitbecomesinmyinteresttobetransparentonmyrealweakness,myrealforecast,becauseIknowIwillnotbeblamedifIfail,butifIfailtohelporaskforhelp.Whenyoudothis,ithasalotofimplicationsonorganizationaldesign.Youstopdrawingboxes,dottedlines,fulllines;youlookattheirinterplay.

Ithasalotofimplicationonfinancialpoliciesthatweuse.Onhumanresourcemanagementpractices.Whenyoudothat,youcanmanagecomplexity,thenewcomplexityofbusiness,withoutgettingcomplicated.Youcreatemorevaluewithlowercost.Yousimultaneouslyimproveperformanceandsatisfactionatworkbecauseyouhaveremovethecommonrootcausethathindersboth.

Complicatedness:

thisisyourbattle,businessleader.Therealbattleisnotagainstcompetitors.Thisisrubbish,veryabstract.WhendowemeetcompetitorstofightthemTherealbattleisagainstourselves,againstourbureaucracy,ourcomplicatedness.Onlyyouca