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Similaire à Zappos Labs - Our Journey to Teal
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Zappos Labs - Our Journey to Teal
- 1. Zappos IP, Inc. | @ZapposLabs Our Journey to Teal…
- 2. Zappos IP, Inc. | @ZapposLabs SPOILER ALERT!! We don’t have it all figured out yet.
- 3. Zappos IP, Inc. | @ZapposLabs Reinventing Organizations 1. Self Organization 2. Wholeness 3. Evolutionary Purpose
- 4. Zappos IP, Inc. | @ZapposLabs ZapposLabs Exploring the future of Zappos through non-traditional retail experiments beyond the online shopping experience
- 5. Zappos IP, Inc. | @ZapposLabs Maybe corporate structure is what makes innovation so hard?
- 6. Zappos IP, Inc. | @ZapposLabs
- 7. Zappos IP, Inc. | @ZapposLabs
- 8. Zappos IP, Inc. | @ZapposLabs Some Self Organization History… • 1999 – Zappos founded! (not by Tony) • 2006 – Core values defined - #2: Embrace and Drive Change • 2012 – Oct – I get my first email from Tony with the word “Holacracy” in it • 2013 – Jan – 2 day Holacracy taster day • 2013 – July – Meet with Medium team about their roll out • 2013 – Q4 – Pilot with HR • 2014 – Q3 All Hands – “If it’s not in Glassfrog it’s not valid” • 2015 – May – Pulling the band aid off
- 9. Zappos IP, Inc. | @ZapposLabs No bosses = Flat?
- 10. Zappos IP, Inc. | @ZapposLabs
- 11. Zappos IP, Inc. | @ZapposLabs No bosses = Everyone Equal?
- 12. Zappos IP, Inc. | @ZapposLabs
- 13. Zappos IP, Inc. | @ZapposLabs
- 14. Zappos IP, Inc. | @ZapposLabs Self Organization = Work On Whatever You Want?
- 15. Zappos IP, Inc. | @ZapposLabs Holacracy = Chaotic?
- 16. Zappos IP, Inc. | @ZapposLabs Holacracy = All your self organization answers? Holacracy = Teal?
- 17. Zappos IP, Inc. | @ZapposLabs “Holacracy is not about the people. This is one of the aspects of the practice that people have the hardest time swallowing, but it’s fundamental. Holacracy doesn't try to improve people, or make them more compassionate, or more conscious. And it doesn't ask them to create any specific culture or relate to each other in any particular way. Yet precisely by not trying to change people or culture, it provides the conditions for personal and cultural development to arise more naturally - or not, when it's not meant to be.” – Brian Robertson 17
- 18. Zappos IP, Inc. | @ZapposLabs
- 19. Zappos IP, Inc. | @ZapposLabs
- 20. Zappos IP, Inc. | @ZapposLabs OK OK OK…remind us why again?
- 21. Zappos IP, Inc. | @ZapposLabs “It’s not the fastest or the strongest that survive. It’s the ones most adaptive to change.”
- 22. Zappos IP, Inc. | @ZapposLabs “Great leaders of innovation see their role not as take-charge direction setters but as creators of a context in which others make innovation happen.” HBR: Collective Genius No longer casting themselves as solo visionaries, smart leaders are rewriting the rules of innovation. by Linda A. Hill, Greg Brandeau, Emily Truelove, and Kent Lineba
- 23. Zappos IP, Inc. | @ZapposLabs Thanks for visiting and listening!
Notes de l'éditeur
- To live and deliver Wow - Sharing smiles through unique experiences of dairy goodness.
- Use tony’s take aways - 15% increase in productivity/innovation per resident every time the size of a city doubles, but companies get less productive/innovative per employee as they get bigger - therefore, structure zappos more like a city (which self-organizes) and less like a bureaucratic organization Use park analogy
- First email from Tony WY has on Hola is 10/31/2012: “if you're able to clear your schedule for this meeting that would be great - i saw him present at a conference i attended and think that his concept around organizational structure is really, really interesting. if you have something that can't be moved then don't worry about it, but the more people we have on the cc list that can attend this one the more useful and interesting the meeting will be for all of us.”
- Add holacracy of dunces articles
- Create context Work on the business not in the business Tie it back to silver bullet myth We’ve learned it’s not just one thing, it’s suppport in all phases, not being afraid to try new methods, kill them,
- http://www.aei.org/publication/fortune-500-firms-in-1955-vs-2014-89-are-gone-and-were-all-better-off-because-of-that-dynamic-creative-destruction/ A study from the John M. Olin School of Business at Washington University estimates that 40 percent of today's F500 companies on the S&P 500 will no longer exist in 10 years.