Brave New Work
Are You Ready to Reinvent Your Organization?
(Sprache: Englisch)
"This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work."
-Seth Godin, author of This is Marketing
"This book is a breath of fresh air. Read it now, and make...
-Seth Godin, author of This is Marketing
"This book is a breath of fresh air. Read it now, and make...
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Klappentext zu „Brave New Work “
"This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work."-Seth Godin, author of This is Marketing
"This book is a breath of fresh air. Read it now, and make sure your boss does too."
-Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg
When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.
He's found that nearly everyone, from Wall Street to Silicon Valley, points to the same frustrations: lack of trust, bottlenecks in decision making, siloed functions and teams, meeting and email overload, tiresome budgeting, short-term thinking, and more.
Is there any hope for a solution? Haven't countless business gurus promised the answer, yet changed almost nothing about the way we work?
That's because we fail to recognize that organizations aren't machines to be predicted and controlled. They're complex human systems full of potential waiting to be released.
Dignan says you can't fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems-the fundamental principles and practices that shape their culture-with extraordinary success.
Imagine a bank that abandoned traditional budgeting, only to outperform its competition for decades. An appliance manufacturer that divided itself into 2,000 autonomous teams, resulting not in chaos but rapid growth. A healthcare provider with an HQ of just 50 people supporting over 14,000 people in the field-that is named the "best place to work" year after year. And even a team that saved $3 million per year by cancelling one monthly meeting.
Their stories may sound improbable, but in Brave New Work you'll
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learn exactly how they and other organizations are inventing a smarter, healthier, and more effective way to work. Not through top down mandates, but through a groundswell of autonomy, trust, and transparency.
Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?
Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?
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PART TWO: THE OPERATING SYSTEM94% of problems in business are systems-driven and only 6% are people-driven.
W. Edwards Deming
Becoming a people positive and complexity conscious organization can be overwhelming. It s hard to know where to begin, or what matters most. But through the careful collection and tagging of hundreds of unconventional practices from around the world, I found that Evolutionary Organizations are converging on twelve domains as the proving ground for the future of work. It is in these spaces that the courageous few are taking risks. And it is in these spaces that struggling enterprises will likely find their faults. Together they form a canvas an Operating System Canvas through which we can see and shift our organizational identity.
THE OS CANVAS
PURPOSE
How we orient and steer
AUTHORITY
How we share power and make decisons
STRUCTURE
How we organize and team
STRATEGY
How we plan and prioritize
RESOURCES
How we invest our time and money
INNOVATION
How we learn and evolve
WORKFLOW
How we divide and do the work
MEETINGS
How we convene and coordinate
INFORMATION
How we share and use data
MEMBERSHIP
How we define and cultivate relationships
MASTERY
How we grow and mature
COMPENSATION
How we pay and provide
THE OPERATING SYSTEM
Each domain of the OS Canvas asks us to consider an aspect of our organization more deeply than we typically would. For example, what is authority? How should it be distributed? And how does that manifest (or not) in your culture? How do you make decisions? How should you? Is your approach to authority a signal-controlled intersection or a roundabout?
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Is it People Positive and Complexity Conscious? The canvas forces us to confront the deltas between our assumptions, our beliefs, and our reality. If we say we want to hear every voice but spend most of the day talking over others, that tells us something. If we say we value agility, but every decision requires a dozen approvals, the opportunity is clear.
In the pages ahead, we ll explore how each of these domains is changing, the provocateurs that are shaping them, and the emerging principles and practices they re pioneering. Each domain is broken into five parts: an overview that introduces the concept, thought starters designed to challenge your assumptions, ways to take action and try something new, insights on navigating the domain in change, and questions to consider as you reflect on and reinvent your own OS.
You may have noticed that the domains of the canvas are generic and value agnostic. That s intentional. We want to ensure that any organization can leverage the canvas regardless of its organizational philosophy. The Morning Star Company, for example, has found huge success in the domain of structure by revolutionizing traditional job titles and roles. Every year, four hundred full-time employees at the world s largest tomato processor write their own job descriptions. They do this by authoring a Colleague Letter of Understanding, or CLOU, that contains their commitments to and agreements with one another. CLOUs are reviewed and challenged by colleagues who offer advice, not mandates, about what should change. Since this document changes every year, there s no need for traditional job titles or promotions. But that s okay, because everyone adjusts their own salary as they learn and grow. The math wo
In the pages ahead, we ll explore how each of these domains is changing, the provocateurs that are shaping them, and the emerging principles and practices they re pioneering. Each domain is broken into five parts: an overview that introduces the concept, thought starters designed to challenge your assumptions, ways to take action and try something new, insights on navigating the domain in change, and questions to consider as you reflect on and reinvent your own OS.
You may have noticed that the domains of the canvas are generic and value agnostic. That s intentional. We want to ensure that any organization can leverage the canvas regardless of its organizational philosophy. The Morning Star Company, for example, has found huge success in the domain of structure by revolutionizing traditional job titles and roles. Every year, four hundred full-time employees at the world s largest tomato processor write their own job descriptions. They do this by authoring a Colleague Letter of Understanding, or CLOU, that contains their commitments to and agreements with one another. CLOUs are reviewed and challenged by colleagues who offer advice, not mandates, about what should change. Since this document changes every year, there s no need for traditional job titles or promotions. But that s okay, because everyone adjusts their own salary as they learn and grow. The math wo
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Autoren-Porträt von Aaron Dignan
Aaron Dignan
Bibliographische Angaben
- Autor: Aaron Dignan
- 2019, Internationale Ausgabe, 304 Seiten, 10 Schwarz-Weiß-Abbildungen, Maße: 15,1 x 22,8 cm, Kartoniert (TB), Englisch
- Verlag: Portfolio
- ISBN-10: 0525542833
- ISBN-13: 9780525542834
- Erscheinungsdatum: 05.02.2019
Sprache:
Englisch
Pressezitat
"This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work." Seth Godin, author of This is Marketing
"I am now a convert. Aaron sums up all the crazy ideas about how to create teams and companies that maximize their potential by decentralizing their power a once idealist notion that is now possible and essential. For a book that might start a revolution, it's surprisingly practical and undogmatic. There s no fluff it's all meat, and real news. I could think of dozens of people I know who I now want to read and study it."
Kevin Kelly, author of The Inevitable, and cofounder, Wired magazine
"This book is a breath of fresh air. Aaron Dignan offers a bold, ennobling vision for a world of work that enhances our dignity and freedom rather than degrading and constraining us. Read it now, and make sure your boss does too."
Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg
"The one-size-fits-all monoculture is a thing of the past. Brave New Work shows us how to embrace the oh-so-human complexity of our organizations and discover a new way of working that makes room for the many styles, perspectives, needs, and gifts trapped inside them."
Susan Cain, author of Quiet and Quiet Power, curator of Quiet Revolution
"If you re trying to create a world-changing culture, reading Brave New Work should be your next move. Aaron s simple, counterintuitive approach will help you get out of your own way, eliminate bureaucracy, and awaken the humanity within."
Scott Harrison, founder, charity: water, and author of Thirst
"Human beings can t thrive in a work culture that uses burnout and 'being always on' as proxies for dedication and success. In Brave New Work, Aaron Dignan shows us that, in fact,
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workplaces that empower people to take care of themselves are far more likely to deliver sustainable performance and happiness."
Arianna Huffington, Founder & CEO, Thrive Global
"We tend to look for answers by looking reflectively backwards it s what we ve all been taught in school. But Dignan insists that the "best practices" of the past no longer work because the bureaucracies of existing organizations have been defeated by new technologies. Instead we can only find those answers by "living in the now the way a new breed of organization is already beginning to master."
John Maeda, Head of Computational Design & Inclusion, Automattic
"I really never believed in any of this organizational stuff until I saw Aaron Dignan at work. He can help almost any dysfunctional group find common purpose, discern the simple patterns underlying the most complex situations, and guide wayward organizations back to their core values. Most impressively, he can translate all that into language even a businessperson can understand and enjoy."
Douglas Rushkoff, author of Team Human and Present Shock
"This book will teach you to wrestle and win against workplace bureaucracy. Aaron cuts to the core of what makes teams successful by realigning hearts, minds, and egos. He always sparks better outcomes, and his book will be just the spark you need to get started."
Beth Comstock, author of Imagine It Forward, and former Vice Chair, GE
Arianna Huffington, Founder & CEO, Thrive Global
"We tend to look for answers by looking reflectively backwards it s what we ve all been taught in school. But Dignan insists that the "best practices" of the past no longer work because the bureaucracies of existing organizations have been defeated by new technologies. Instead we can only find those answers by "living in the now the way a new breed of organization is already beginning to master."
John Maeda, Head of Computational Design & Inclusion, Automattic
"I really never believed in any of this organizational stuff until I saw Aaron Dignan at work. He can help almost any dysfunctional group find common purpose, discern the simple patterns underlying the most complex situations, and guide wayward organizations back to their core values. Most impressively, he can translate all that into language even a businessperson can understand and enjoy."
Douglas Rushkoff, author of Team Human and Present Shock
"This book will teach you to wrestle and win against workplace bureaucracy. Aaron cuts to the core of what makes teams successful by realigning hearts, minds, and egos. He always sparks better outcomes, and his book will be just the spark you need to get started."
Beth Comstock, author of Imagine It Forward, and former Vice Chair, GE
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