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Org Hacking: An approach for people who find bureaucracies too slow.

Org Hacking: An approach for people who find bureaucracies too slow. . Apologies to brian fawcett. This presentation is the footnotes for Michael Edson’s. Many organizations don’t begin strategic change until they’re either afraid or in pain, or both. Leo Mullen, CEO Navigation Arts.

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Org Hacking: An approach for people who find bureaucracies too slow.

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  1. Org Hacking: An approach for people who find bureaucracies too slow. Apologies to brianfawcett

  2. This presentation is the footnotes for Michael Edson’s

  3. Many organizations don’t beginstrategic change until they’re eitherafraid or in pain, or both • Leo Mullen, CEO Navigation Arts

  4. hard problem

  5. wicked problem

  6. strategic initiative

  7. design by committee

  8. fear conflicting agendas misalignment lack of action lack of ownership lack of resolution

  9. Committee Collaboration fear confidence conflicting agendas alignment misalignment action lack of action ownership lack of ownership decision-making lack of resolution

  10. Leadership Process Transparency

  11. leadership

  12. Leadership 1.0 Command and control Divide and conquer Infallible

  13. Leadership 2.0 Drives vision Provides a framework Fosters urgency Engages contributors Remains accountable

  14. "I then bequeath the whole of my property...to the United States of America, to found at Washington, under the name of the Smithsonian Institution, an Establishment for the increase & diffusion of knowledge...” - James Smithson (1765-1829)

  15. Unlock the mysteries of the universe Understand and sustain biodiversity Value world cultures Understand the American Experience

  16. leadership asks questions.

  17. leadership converges

  18. process

  19. lack of process leads to FUD – and worse - lethargy

  20. leverage direction integration

  21. process: an order of events rules of engagement

  22. transparent process creates shared expectations

  23. transparency aka: openness, collaboration

  24. inclusion, trust, sharing, learning

  25. Embodies Candor Enables listening Disarms the naysayers Maximizes participation Encourages self-censorship

  26. nothing to hide clear direction forward solicits and respects contributions constructive debate no ideology seeks out and addressesproblems

  27. results

  28. hard problems can be solved a common understanding of the problem have a clear, shared set of goals a way forward

  29. Leadership Process Transparency

  30. a collaborative team • Shared sense of mission • Mutual respect • Trust • Commitment to continual improvement

  31. @deb_lavoy @mpedson dlavoy@opentext.com edsonm@smithsonian.com productfour.wordpress.com productfour.wordpress.com www.opentext.com smithsonian-webstrategy.wikispaces.com Slideshare.net/dllavoy slideshare.net/edsonm

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