Gary Hamel: Renowned Business Strategy and Management Thought L

well it's great to have the chance to share a few ideas with you today about how do we build organizations that are fit for the future but also how do we build organizations that are fit for human beings and I'd like to start by asking you to reflect on a question for a moment if you had to make a list of the greatest inventions of the last century the things that have changed our lives that we could hardly imagine living without what would be the things you'd put on your list I'm sure you'd have the combustion engine there semiconductors all the wonderful pharmaceuticals that we enjoy today probably the internet long list of things that have made our lives easier have made them more fun and I think you know all of those things are important having said that I would argue the single most important invention of the last hundred years was the invention of management and that sounds may be a little bit weird we don't usually think about management as an invention but if you think about the tools the methods that we use to bring people together to mobilize and organize resources for productive ends that was an invention and yet I'm going to argue that we're going to have to now reinvent management the way we lead we plan we organize we hire we motivate all of those things we're going to have to reinvent because today organizations are facing a set of challenges that are truly unprecedented in fact let me give you just a little bit of history here go back with me for a moment to 1890 about 120 years ago and if you've been living in America Germany Britain and what we called the developed world at the time in 1890 you would have found that about 90% of people were still in agriculture the average manufacturing company would have had less than four employees so it's very fragmented very small organizations that was the world circa 1890 and over the next literally one generation all of that would change by 1915 25 years later Ford Motor Company is making more than a half-million automobiles a year US Steel has become the first company the world that has a billion dollar market capitalization and in that tiny sliver of time in one generation almost all the tools of modern management get invented pay-for-performance capital budgeting task design divisional ization brand management all the management tools and methods that you find yet today in organizations around the world virtually all of those were invented before 1920 and most of them were invented by individuals who were born in the middle of the 19th century that's what we can call management one dato in fact if you were going to plot the evolution of management over this last hundred years it would follow kind of a classic technology esker right a lot of innovation hundred years ago a lot of new thinking and then over time slowly that pace of evolution slows down and in our working lifetimes indeed if you go back 50 60 years ago the way we manage has hardly changed at all so in many senses the management principles the tools the methods that we find in our organizations these are legacies these are hand-me-downs from gurus from ex CEOs from management thinkers who are mostly long dead long retired or long in the tooth and yet it is their view of management that is still driving our organizations and I think we need to change this I think it's time to change us and I'd like to talk a little bit about why so I think the first challenge that we face today which is truly unprecedented we are literally the first generation in history that is having to cope with an inflection point in the pace of change literally change has changed and has changed in our lifetimes we live in a world today that seems like it's all punctuation and very little equilibrium changes seditious it's unrelenting it's ever surprising but think about this for a moment think about kind of an exponential curve imagine just an exponential curve and think about the things in our world right now that are changing at an exponential pace just think about that from what things are changing at an exponential pace co2 emissions they're going up at an exponential pace the number of internet connections in the world on that same curve the amount of data storage out there same curve number of mobile devices connected to the web also going up on that kind of a curve the number of genes that we've sequenced also on that kind of a curve and I can tell you if you go back a hundred years ago there was nothing that was changing at an exponential pace this is entirely new but we face other challenges a second kind of fundamental new reality for most companies around the world today is hyper competition right if you go back a few years there are all kinds of barriers that protected the incumbents from the winds of creative destruction and those barriers they used to protect the company's margins they fattened up you know they allow you to keep your prices high they fat in the margins as those barriers come down every company is a bare-knuckle fight to defend its margins defend its position the marketplace and the only way of doing that is through innovation so as accelerating change requires companies to be more adaptable the winds of creative destruction are forcing companies to be more creative more inventive you have to earn your place in the market every single day third challenge I think organizations face today and perhaps maybe the most pressing one we also live in a world where knowledge itself is becoming a commodity whereas getting harder and harder for any organization to really differentiates itself to bring something kind of truly new and unique to the marketplace today knowledge advantages dissipate very very quickly because you're good people go work for your competitor because you have an army of consultants around the world benchmarking all these companies and transferring knowledge from the fast of the slow and the smart to the not-so-smart because all these companies are using the same network of business partners and vendors that's a another conduit for moving all of this knowledge around so in that world it's much less about you know what kind of knowledge advantage do I have right now than how fast am i creating new knowledge where the emphasis on the word create so we've talked about three kind of profound challenges that organizations are facing how do you build a company that can change as fast as change itself how do you build a company where innovation is the work of everybody all the time every day and how do you create an organization where people are willing to bring you the gifts of their initiative their creativity and their passion I believe that companies that thrive over the next decade and Beyond are going to be the companies that make progress on this the companies that evolve their management models faster than their competitors in ways that make them more adaptable more innovative and more engaging places to work now the question is what do you do to accelerate that process a company's working really hard to do it I don't know if they've succeeded yet but I know they're working really hard it's an Indian company and IT services company one of the fastest growing most progressive IT services companies in the tens of thousands of employees and and and their whole management model is built on the principle of reverse accountability now a lot of companies talk about you know turning the pyramid upside down like I that's mostly rhetoric but these guys are really trying let me get a few things they're doing this is the company by the way where every employee rates their boss and their boss's boss and all those ratings are published online when it came to kind of updating reviewing their strategy they took all those like secret corporate strategies they distribute them out to cross the employees 8,000 people got involved in helped me to comment on and build their strategy that's kind of reverse accountability also they have an interesting little ticketing system in this company if you're a first level employee or at any level and you disagree with the decision from your boss or you know you think you've been treated unfairly by HR it's taking too long to process your expense claim you know any one of those internal departments that you don't think is serving yourself very well you can fill out a ticket on and so here's my complaint these tickets by the way are visible or transparent across the organization and that ticket can only be closed by the employee so the manager has to come back to say like what's your concern let me understand and see if I can fix it or at least tell you why it's this way and then you can say okay I get it thanks very much you close the ticket any ticket that doesn't get closed in 24 hours gets escalated to the next level of management that's reversed accountability right people holding their managers accountable are you really helping me succeed in my job and the reason in this company they think it's so important is in that business they will tell you that all of the value is created at the interface between the employee and the customer mandolins job is to encourage the innovation there but they explicitly say to employees you are more important than your managers in fact the mantra of this company HCL Technologies their mantra is employees first customer second how often have you heard somebody say that and in fact the CEO of a neat naiyeer he stood in front of his his customer group CIOs from big companies around the world and told them I'm sorry for me you don't come first because unless I take care of my employees they're not going to do the right thing for you so whatever difference you want to make a high and start working but don't be content to simply imitate somebody else's best practice because I just don't think it's good enough anymore so that's number one innovation always starts with that kind of aspiration it's true when you want to innovate around management like everything else number two to be a management innovator like any other sort of innovator you have to be willing to challenge management dogma right you have to challenge the embedded unexamined Wallpaper beliefs that simply you know surround us and limit our our our degrees of freedom because they think about I mean go go back to the kind of fundamental question what problem was management invented to salt 100 years ago what problem were those people trying to solve I can tell you wasn't it wasn't a problem of being adaptable and innovative at an inspiring place to work the problem they were trying to solve is how do you turn human beings into semi programmable robots how do we take the farm hands and the house maids and the craftspeople gonna show up on time to tend to that machine to do the same thing over and over again that's what we and and by golly we succeeded so that's kind of you know all these these this this DNA in our organization that's that's what that's the goal it was supposed to serve so now we have to go back and challenge some of those fundamental beliefs so number one you have to have aspiration number two you have to be a contrarian number three you have to be willing to learn from the fringe innovation and management again like every other sort of innovation you know it starts out on the fringe it doesn't start with the mainstream if you're looking for you know big fortune 500 companies to really drive this it's probably not going to happen there might happen three or four levels down but it's not going to be coming from the top of those big organizations right whether it's art music literature fashion the future happens on the fringe if you want to really see the future of Management you have to look in some really unusual places and I would tell you one of the best places to look right now is on the web I mean kind of management that's pretty much a feudalistic system if you think about the web not so much right the web is kind of a global operating system for innovation so I have I have a feeling that the the kind of values that today characterized the web we're gonna have to bake those into our organizations the values of openness meritocracy flexibility collaboration all those deep values forget the technology those have to also become the values of our organizations why because the web already is adaptable already is innovative already is amazingly engaging it has all of the characteristics our organizations lack so if you want to be a management innovator the question you want to start asking is how do you take not just the tools because come sometimes they're kind of superficial but how do you think about these deep principles on the web and how do we bake them into our organizations right we have been told that we really can't change the organizations we work in that we don't have that chance you know that's the head of HR that's the vice president for planning or that's - CEO nonsense it's probably not going to happen there it's gonna happen with people like Jeff seabird sat at Best Buy it's gonna happen with folks like Ross Smith in the middle of Microsoft you've created wonderful grassroots movement around trust it's gonna happen with a guy like Jordan : at Pfizer who created a way that ordinary employees can outsource the boring parts their job off their desktop without getting anybody's permission that's where it's gonna happen because I think for the first time since the Industrial Revolution you cannot build a company that's fit for the future without building one that's fit for human beings and we should be grateful we've been given this chance because those management pioneers a hundred years ago they were trying to work against the grain of what it means to be human we're not the fact is human beings we're amazingly adaptable there are people sitting here today that have changed careers that have gone back to school in midlife maybe that have changed continents that have had to deal with enormous personal tragedy challenging circumstances we are just enormous ly resilient as human beings so in many ways human beings already have the qualities the essential qualities our organization's lacked because those organizations have inside them a management model that was built to serve another purpose it's not one versus the other we have to do both but my hope for you is that in some small way in whatever organization you work that you become a champion for the future that you become a management innovator who's dedicated to creating an organization that will fully utilize and fully honor the gifts of every single person who comes there every day thank you so much

Channel: BigSpeak Speakers Bureau

Views: 27,963

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Keywords: Gary Hamel, Keynote Speaker, Management Speaker, Strategy Speaker, Business Speaker, Best Selling Business Author, The Future of Management, Leading the Revolution, Competing for the Future, Thinkers 50 Speaker, Business Thought Leader, What Matters Now, BigSpeak Motivational Speakers Bureau

Id: 7hBjdVGDIs8

Length: 14min 55sec (895 seconds)

Published: Tue Jan 20 2015