Lee Bryant- Institutions in the Age of Algorithms, And Why We Still Need Them
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This talk will try to outline some of the possible features of Twenty-First Century institutions and large organisations for a future that looks both more human and networked, but also more automated and robotic. Looking back at the role institutions have historically played as custodians of shared values, I will try to make a positive case for how they could protect and extend our new shared network-era values in both the commercial and non-commercial domains. http://ouisharefest.com
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Lee Bryant- Institutions in the Age of Algorithms, And Why We Still Need Them
- 1. Lee Bryant • Lee Bryant • Post*Shift • @leebryant Institutions in the Age of Algorithms, And Why We Still Need Them
- 2. Institutions in the age of algorithms (and why we still need them) POST*SHIFT@LeeBryant
- 3. from tribes -> religions -> guilds -> states -> companies -> networks…
- 4. … our institutions have transported values and beliefs across generations
- 5. codifying values in institutions gives them longevity
- 6. institutions can protect these values during hard times
- 7. very old companies tended to nurture their ecosystem
- 8. but our C20th corporations built thick defensive walls
- 9. and rigid, hierarchical, bureaucratic management systems
- 10. if bureaucracy was the platform for for the protestant work ethic, what will be the platform for our C21st values ?
- 11. do we even need long-term orgs when we have startups?
- 12. yes (duh!)
- 13. we can do much better than ‘unicorns’ built to be flipped
- 14. and we cannot live by apps alone: from virtual to physical
- 15. connected products require a connected organisation
- 16. our new corporate ‘stacks’ are also not enough
- 17. what might be the key characteristics of C21st institutions?
- 18. networked
- 19. networks and ecosystem as the new the value chains
- 21. Frameworkpace-layered structures, not vertically integrated silos
- 22. service-oriented
- 23. service-oriented architecture, not top-down co-ordination
- 24. platform-based
- 25. the ‘business-as-a-platform’ approach to building IP
- 26. distributed
- 27. small focused teams as the building block of structure
- 28. self-managed
- 29. algorithmic management based on real-time data
- 30. cyborganised
- 31. augmented, not just automated - e.g. cobots + people
- 32. sentient
- 33. Sheeren mosaic 2 by Paul Wells distributed decisions using the ‘human sensor network'
- 34. self-aware
- 35. quantified org: tracking health measures, not just KPIs
- 37. ‘sense & respond’ rather than ‘predict & manage’
- 38. glocalised
- 39. based in a community or place, but with global scale
- 40. co-operative platforms, evolutionary organisations, self-managed structures, networks & ‘team of teams’, swarm intelligence, algorithmic smart contracts, augmented we have so many great new models to explore
- 41. but we need to start thinking in terms of an operating system for the organisation
- 42. institutions should be living systems, not grand museums
- 43. thank you for listening :)
- 44. AUTHOR Lee Bryant (@leebryant) CONTACT US info@postshift.com FIND US Our blog: www.postshift.com/blog SlideShare: http://www.slideshare.net/Postshift Twitter: @Postshift POST*SHIFT
- 45. Additional image credits and references http://www.flickr.com/photos/tinkerszone/3948664111 http://www.flickr.com/photos/kheelcenter/5279194177/ https://www.flickr.com/photos/flissphil/52158537 https://www.flickr.com/photos/ideowl/4529488634/ https://www.flickr.com/photos/jurvetson/6219463656 http://www.businessinsider.com/huge-social-media-manager-does-all-day-2014-5?IR=T https://www.flickr.com/photos/sneakerdog/315377551 https://www.flickr.com/photos/christianhaugen/3527748298 http://i.imgur.com/Qr3xx.jpg https://www.flickr.com/photos/fabolous/15728923718 https://www.flickr.com/photos/kaypikefashion/14208705756 https://www.flickr.com/photos/81133120@N06/14911009117 https://www.flickr.com/photos/freelearninglife/7098001041/ http://www.organizeforcomplexity.com http://www.gapingvoid.com/Moveable_Type/archives/002145.html https://www.flickr.com/photos/stevendepolo/4613540568/ https://www.flickr.com/photos/vandalog/9445960751/ http://www.mckinsey.com/insights/business_technology/The_digital_tipping_point_McKinsey_Global_Survey_resul ts?cid=DigitalEdge-eml-alt-mip-mck-oth-1406 https://www.flickr.com/photos/decaseconds/8696247987/ http://www.mintzberg.org/blog/communityship
- 46. Additional image credits and references http://origin.ustwo.com http://www.slideshare.net/RachelDavies/tech-talk-implicationsconwayslaw https://www.flickr.com/photos/davegray/6865783407/ https://www.flickr.com/photos/davegray/8614115016/ http://www.nytimes.com/2014/02/21/business/satya-nadella-chief-of-microsoft-on-his-new-role.html?_r=0 https://www.flickr.com/photos/mattpaish/8110496706/ https://developmentofwindows.files.wordpress.com/2014/09/windows3.jpg https://www.flickr.com/photos/peasap/655111542/sizes/l/ https://www.flickr.com/photos/cambodia4kidsorg/3575872381 http://www.telegraph.co.uk/sponsored/china-watch/business/12006363/zhang-ruimin-haier-group.html http://mergy.org/wp-content/uploads/wpid-IMG_20131030_082022.jpg http://intenseminimalism.com/2010/the-dot-loop-the-simplest-process-possible/ http://gapingvoid.com/blog/2006/01/04/wirearchy-t-shirt/ https://www.flickr.com/photos/blakespot/3029273217/ https://flic.kr/p/fvryZ https://www.flickr.com/photos/narghee-la/14378580457/ https://www.flickr.com/photos/peterkaminski/1688635/ https://www.flickr.com/photos/atosorigin/11116641654/ https://www.flickr.com/photos/16210667@N02/15721466273/ https://www.flickr.com/photos/paulwe/718329501/ http://www.thepoke.co.uk/2013/09/25/contest-over-here-is-worlds-coolest-duck/njmlc4n/
Notes de l'éditeur
- - Conclude: so many problems stem from blind adoption of old organisational design principles, or behaviours or culture. Taking control of these, thinking about them and shaping them to your own unique purpose and mission is one of the best ways to create a resilient organisation that is cheaper and easier to manage.
- - Conclude: so many problems stem from blind adoption of old organisational design principles, or behaviours or culture. Taking control of these, thinking about them and shaping them to your own unique purpose and mission is one of the best ways to create a resilient organisation that is cheaper and easier to manage.
- war of position versus war of manoeuvre. Problem is that large companies used to be large, solid, unassailable systems, like former state enterprises, but everything that made them safe before has changed. barriers to entry, scale … we have been building thick walls to defend our companies, but now we are becoming imprisoned by them and they do nothing to protect against newly emerging competition - they just add cost
- war of position versus war of manoeuvre. Problem is that large companies used to be large, solid, unassailable systems, like former state enterprises, but everything that made them safe before has changed. barriers to entry, scale … we have been building thick walls to defend our companies, but now we are becoming imprisoned by them and they do nothing to protect against newly emerging competition - they just add cost
- Today, Lloyd's is the world's leading insurance market. However, its beginnings lie in the more modest surroundings of a 17th century coffee house. London was growing in importance as a global trade center, which in turn led to an increasing demand for ship and cargo insurance, and in 1688 Edward Lloyd's Coffee House became the place to purchase marine insurance. Lloyd's has grown and expanded over the 300 years to become the world's leading market for specialist insurance in a wide range of areas.
- war of position versus war of manoeuvre. Problem is that large companies used to be large, solid, unassailable systems, like former state enterprises, but everything that made them safe before has changed. barriers to entry, scale … we have been building thick walls to defend our companies, but now we are becoming imprisoned by them and they do nothing to protect against newly emerging competition - they just add cost
- why do we even care about reforming existing companies - why dont we just create new ones.
- flyer appearing in Palo Alto warning startup workers they are being exploited
- We cannot live by apps alone. Software will be everywhere but it will not be everything - the opportunity for Europe’s industrial companies here in northern Italy, or Germany, Finland and even the UK is to combine their physical skills with softare, services, data and experience design to lead the next wave of the so-called industrial internet. It is a big opportunity.
- over-specialisation and silos leaves many orgs over-optimised for single purpose products and services
- Apple, MS, FB, Amazon, Google
- networks, not barriers to entry, are the new defences for organisations
- Software used to be very rigid. Database and proprietary code vertically integrated. Optimised for a single purpose or use case. Hard to change. Hard to integrate with other tools. Now software is a layer cake of platform services APIs data and experiences and each layer can integrate with other tools and other code. We tend to build the services first and then the apps and interfaces that can use them rather than the other way around. Instead of corporate IT departments mandating everyone use the same tools form a single vendor they are now starting to become comfortable supporting different Apps as long as they follow standards for data and security etc and can work together. iOS and android have taught us how a tightly controlled platform can support a wide array of different apps.
- The primitive vertical integration of the top down org chart needs to change in much the same way. We need a modern organisational operating system that has a core platform of shared capabilities + a service oriented architecture that allows individuals and small teams - perhaps even partners and customers - to plug in and work in the way they want to whilst remaining coordinated. - create a platform for new ways of working that can evolve, rather than design the perfect structure optimised for a prediction of the future. - shared service platform + small teams = platform + apps
- Whilst the early examples of organisations that were organised as platforms came mostly from the tech world, now we are familiar with Uber, AirBnB and other platform-based organisations and perhaps the most ambitious example is that of Haier in China who are turning their company into a multi-sided platform for hundreds of micro-enterprises that used to make up the old firm, and they plan to open this up to non-Haier businesses in the near future.
- all new approaches to agility in organisations are based on small teams as the building block of structures, working on a shared platform without the need for rigid hierarchy to hold them together
- - a lot of middle management involves gathering info for reporting and enforcing central directives, but in the near future this is ripe for automation and we will see the first algorithmic orgs embedding policy and standards in rulesets for data and ‘things’ (machines, etc)
- Rather than automaton removing people from the organisation, we need to focus on augmenting peoples’ abilities and intelligence, whether by combining physical robots with skilled workers, or by using software bots to simplify the processing of data and documents in professional services, law or medicine, so the practitioners can get more done.
- Give everybody a role and some ownership of the organisation and its development to gradually build out the core platform, and be open with them about the current state of the organisation and how it is changing to create a real-time map of the organisation and its key capabilities. Its about enabling companies to be self-aware in terms of their structural fit for purpose, and to make organisational transformation a weekly meeting agenda item. Small changes at every level as needed. Holacracy has a nice concept of processing tensions by identifying and dealing with issues that get in the way. People can propose for example changes to process or organisation and if there are no strong objections, especially for reasons of serious perceived risk, then the new practice is allowed The best source of data is what Cynefin call the human sensor network
- apply the ideas of the quantified self movement to how we ensure organisational structures are fit for purpose by defining an tracking org health measures in real time
- rather than the old form of ‘predict and manage’ based on the polite fiction of project plans and gantt charts, leaders of organisations need to be comfortable with ambiguity and uncertainty and instead sense and respond their way towards their goals.
- German Mittelstander companies have created huge value for the communities in which they are based - they are both local and global organisations. In contrast, banks and financial services live nowhere and this makes them less responsible as corporate citizens. IN future, not all C21st institutions will be local, but they might be embedded in a community of people who are connected online.
- We need to mobilise people now and get them used to playing a part rather than passively accepting their role many orgs subject to value capture by management - they have got to the top of the current pyramid and so don’t see a reason to dismantle it, but the idea that they can so a better job of making decisions than the org as a whole is no longer tenable and this is holding back change.