rock bands, guitar heroes and management theory
Post on 17-Oct-2014
38.841 Views
Preview:
DESCRIPTION
TRANSCRIPT
&MANAGEMENT THEORY
STEPHEN P. ANDERSON
poetpainter.com
viewZi
V.P. of Product Strategy & Design
I WORK WITH A GREAT TEAM AT VIEWZI...
Management Theory
Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
What do you do for a living?
Question #1
Are you experiencing conflict or dissatisfaction at your work?
Question #2
(Great. this presentation is for you!)
Wherethisallstarted...
me, c. 1990
me, c. 1994
George Lucas
Gene Roddenberry
RIPPING OFF...?
RIPPING OFF...?riffing!
Management Theory
Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
THE PROBLEM WITH MOST MANAGEMENT THEORIES:
they treat all people the same...!
Is Apple onto something that other companies aren’t?
Over the past 100 years, management theory has followed a smooth trajectory, from enslavement to empowerment.
Taylorism
“Google-ism?”
“
Jobs, by contrast, is a notorious micromanager...
At most companies, the red-faced, tyrannical boss is an outdated archetype...
“
Huh?Google bad? Apple good?
The simple, obvious truth is that both Apple and Google have atypical strategies and cultures, and both companies have achieved atypical results. Imagine that.
“
Different personalitiesDifferent strengths (and weaknesses)
Different needsDifferent businessesDifferent customers
Different partners+
=
Different personalitiesDifferent strengths (and weaknesses)
Different needsDifferent businessesDifferent customers
Different partners
Different work cultures!
+
=
4 WORK CULTURES:
4 WORK CULTURES:As we go through this, ask yourself “Which culture am I working in?” “Which culture do I work best in?”
THE FRONTMAN
THE FRONTMAN
THE FRONTMAN
“power”
THE FRONTMAN
“power”
DaveGrohlThe “Frontman”
DaveGrohlThe “Frontman”
In October of 1994, Grohl scheduled studio time,
again at Robert Lang's Studio, and quickly
recorded a fifteen-track demo. With the exception
of a single guitar part on "X-Static" played by
Greg Dulli of the Afghan Whigs, Grohl performed
all of the instruments himself...Grohl's demo was given a professional mix...and was released in July of 1995 as the Foo Fighters' debut album.
DaveGrohlThe “Frontman”
DaveGrohlThe “Frontman”
In the midst of the initial sessions for the Foo
Fighters' second album, tension emerged between
Grohl and Goldsmith. According to Goldsmith,
"Dave had me do 96 takes of one song, and I had
to do thirteen hours' worth of takes on another
one. ... It just seemed that everything I did
wasn't good enough for him, or anyone else."
WHAT BUSINESSES REPRESENT THE
FRONTMAN CULTURE?
typical of small companies & startups, but...
FRONTMEN?(AND WOMAN)
FRONTMEN?(AND WOMAN)
FRONTMEN?(AND WOMAN)
Jobs, by contrast, is a notorious micromanager. No product escapes Cupertino without meeting Jobs' exacting standards, which are said to cover such esoteric details as the number of screws on the bottom of a laptop and the curve of a monitor's corners. "He would scrutinize everything, down to the pixel level," says Cordell Ratzlaff, a former manager charged with creating the OS X interface.
FRONTMEN?(AND WOMAN)
FRONTMEN?(AND WOMAN)
George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that.
-Henry Gilroy, Story Editor/Writer
George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that.
-Henry Gilroy, Story Editor/Writer
...we had no idea how often we'd see George or how heavily he'd be involved... He's spent a lot of time with us and we've gotten to know him pretty well. He's great to work with. We're learning, really learning, a lot. I've never worked for somebody who's made me think outside of the box. That's the only way to accomplish the amazing things that need to be done on this show.
-Catherine Winder, Producer
"What separates us from other camera companies is that the vision guy is the decisionmaker... That was one of my biggest advantages at Oakley, and it's the same at Red—I'm in the trenches, in the product development, and I make the final call. Red is a benevolent dictatorship."
-Jim Jannard
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the boss would do
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the boss would do
you learn by trial and error (not analysis)
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
cheap to run - low admin costs
CHARACTERISTICS
the boss is the one with the vision,(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
cheap to run - low admin costs
the Media loves this archetype
CHARACTERISTICS
WEAKNESSES
succession is a problem
WEAKNESSES
succession is a problem
quality of decisions is dependent on the frontman (and their immediate circle)
WEAKNESSES
succession is a problem
quality of decisions is dependent on the frontman (and their immediate circle)
disagreements with the Frontman can be disastrous
WEAKNESSES
succession is a problem
quality of decisions is dependent on the frontman (and their immediate circle)
disagreements with the Frontman can be disastrous
Frontmen tend to frequently change priorities and focus
WEAKNESSES
succession is a problem
quality of decisions is dependent on the frontman (and their immediate circle)
disagreements with the Frontman can be disastrous
Frontmen tend to frequently change priorities and focus
It’s difficult to influence the Frontman, but s/he will be influenced by external peers
WEAKNESSES
“clubs of like-minded people introduced by like minded people”
THE ORCHESTRA
THE ORCHESTRA
THE ORCHESTRA
“role”
THE ORCHESTRA
“role”
WHAT BUSINESSES REPRESENT THE
ORCHESTRA CULTURE?
uh... most businesses?
D’oh!(Sorry, this slide contained a videclip.)
“Cogs in the machine” clip from The Incredibles.
93MINS
12.5HOURS
93MINS
12.5HOURS
93MINS
12.5HOURS
CHARACTERISTICS
values order, rules, reason
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical (and defined at the top)
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical (and defined at the top)
decision making is highly analytical
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical (and defined at the top)
decision making is highly analytical
training is encouraged (to mold different types of people)
CHARACTERISTICS
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical (and defined at the top)
decision making is highly analytical
training is encouraged (to mold different types of people)
authority comes from your title/role
CHARACTERISTICS
WEAKNESSES
inability to respond to change
WEAKNESSES
inability to respond to change
tendency to be overly bureaucratic and inefficient
WEAKNESSES
inability to respond to change
tendency to be overly bureaucratic and inefficient
not good at inventing or innovating
WEAKNESSES
http://www.toothpastefordinner.com/070806/manager-set-list.gif
great family
good benefits
stability
leave at 5
clear separation of work/life
you know what’s expected of you
chance to move around within the organization
access to resources (professionally & personally)
big budgets
ON THE BRIGHT SIDE
“excellent, when one can assume tomorrow will be like yesterday”
THE ROCK BAND
THE ROCK BAND
THE ROCK BAND
“task”
THE ROCK BAND
“task”
D’oh!(Sorry, this slide contained a videclip.)
“Dueling Guitars” clip from August Rush
WHAT BUSINESSES REPRESENT THE ROCK
BAND CULTURE?
MOST CREATIVE TEAMS
advertising agencies
theater groups
improv groupsagile teams
screenwriters
design agencies
consultancies
Highly recommended! ) >
CHARACTERISTICS
concerned with the continuous and successful solution of problems
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
good environment - if you know your stuff
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in trouble
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in trouble
variety (not predictability fuels this group
CHARACTERISTICS
concerned with the continuous and successful solution of problems
performance = results
culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in trouble
variety (not predictability fuels this group
work well, when venturing into new situations
CHARACTERISTICS
WEAKNESSES
often have a short life span
WEAKNESSES
often have a short life span
excessive independence can lead to irresponsibility
WEAKNESSES
often have a short life span
excessive independence can lead to irresponsibility
repetition = death (bored by certainty)
WEAKNESSES
often have a short life span
excessive independence can lead to irresponsibility
repetition = death (bored by certainty)
often very expensive to run
WEAKNESSES
“ask [this group] to manufacture pencils they will invent the best (or most expensive?) pencil known, or disrupt the process, or depart”
“Problem solving is a fine method of influence inside the task culture, but to influence another culture you have to play its games.”
“If I knew the answer to the problem before we started, I wouldn’t take on the project...”
D’oh!(Sorry, this slide contained a videclip.)
Series of clips from The Pixar Story (documentary)
commenting on various aspects of a rock band culture
OPPORTUNITY FOCUS
OPERATIONS FOCUS
Innovation!
Efficiency!
Revenue through cost savings
Revenue through new lines or higher
margins
Business Maturity Cycle
TIME
PR
IOR
ITY
THE ROCK STARS
THE ROCK STARS
THE ROCK STARS
“individuals”
THE ROCK STARS
“individuals”
THE SMITHS
ELECTRONIC
THE THE
MODEST MOUSE
THE CRIBS
JOHNNY MARR AND
THE HEALERS
session musician and writing collaborator for artists including
Billy BraggBryan Ferry
Talking HeadsPet Shop Boys
BanderasKirsty MacColl
MoodswingsK-Klass
ElectrafixionM People
BeckTom Jones
Bert JanschNeil Finn
OasisBeth Orton
The CharlatansPearl Jam
Quando QuangoKarl Bartos
Lisa GermanoJane Birkin
Transit KingsCrowded House
Girls AloudThe Pretenders
Black Grape
THE SMITHS
ELECTRONIC
THE THE
MODEST MOUSE
THE CRIBS
JOHNNY MARR AND
THE HEALERS
WHAT BUSINESSES REPRESENT THE ROCK
STAR CULTURE?
most professionals- doctors, lawyers, architects, academics, consultants, etc.
A really bad caricature of the ‘Rock Star’...
D’oh!(Sorry, this slide contained a videclip.)
“Miles Finch” clip from Elf
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
exist to help to the organization / the organization exists to help achieve his/her purpose
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
exist to help to the organization / the organization exists to help achieve his/her purpose
tend to give up a job when they are a total master of it
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
exist to help to the organization / the organization exists to help achieve his/her purpose
tend to give up a job when they are a total master of it
resent attempts by organizations to plan their futures
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
exist to help to the organization / the organization exists to help achieve his/her purpose
tend to give up a job when they are a total master of it
resent attempts by organizations to plan their futures
value personal freedom above all else
CHARACTERISTICS
are in charge of their own destinies (they choose the projects they want to work on)
are valued for their expertise, and can often command a premium for that expertise
exist to help to the organization / the organization exists to help achieve his/her purpose
tend to give up a job when they are a total master of it
resent attempts by organizations to plan their futures
value personal freedom above all else
want to personally make a difference in the world (but aren’t sure how)
CHARACTERISTICS
“this is the culture preferred by professionals. They can preserve their identity and their own freedom feeling owned by on.”
WEAKNESSES
expertise can lead to poisonous, idealogical wars among its professionals
WEAKNESSES
expertise can lead to poisonous, idealogical wars among its professionals
many Rock Stars are also divas (and difficult to work with)
WEAKNESSES
expertise can lead to poisonous, idealogical wars among its professionals
many Rock Stars are also divas (and difficult to work with)
prone to conflict when others don’t see things their way
WEAKNESSES
expertise can lead to poisonous, idealogical wars among its professionals
many Rock Stars are also divas (and difficult to work with)
prone to conflict when others don’t see things their way
difficult to influence or change
WEAKNESSES
expertise can lead to poisonous, idealogical wars among its professionals
many Rock Stars are also divas (and difficult to work with)
prone to conflict when others don’t see things their way
difficult to influence or change
difficult to manage
WEAKNESSES
THE RELATIONSHIP BETWEEN THE ROCK BAND AND THE ROCK STAR...
Rock Bands Rock Stars
Do I want to do this?How will this help me grow?
I’m really excited by this idea!
EX
PE
RIE
NC
E
THE DUO?
Page / PlantLennon / McCartney
Morrissey / MarrBono / The Edge
Gilbert & SullivanGeorge & Ira Gershwin
Richards/Jagger.StevenTyler/Joe Perry
Rodgers and HammersteinRoger Waters/David Gilmour
Burt Bacharach/Hal DavidThom Yorke/Johnny Greenwood
Glenn Fry/Don HenleyStevie Nicks/Lindsey Buckingham
Ann & Nancy WilsonChris & Rich Robinson (Black Crows)
Jerry Garcia/Bob HunterRick Nielsen/Robin Zander
“Which culture am I?”
What do you do for a living?
“I work for X”
“I work with Y company or organization”
“I am in [marketing], with W. company”
“I am a [developer]” or “I [design Web sites]”
Question #1
What do you do for a living?
“I work for X”
“I work with Y company or organization”
“I am in [marketing], with W. company”
“I am a [developer]” or “I [design Web sites]”
Question #1
frontman
What do you do for a living?
“I work for X”
“I work with Y company or organization”
“I am in [marketing], with W. company”
“I am a [developer]” or “I [design Web sites]”
Question #1
frontman
orchestra
What do you do for a living?
“I work for X”
“I work with Y company or organization”
“I am in [marketing], with W. company”
“I am a [developer]” or “I [design Web sites]”
Question #1
frontman
orchestra
rock band
What do you do for a living?
“I work for X”
“I work with Y company or organization”
“I am in [marketing], with W. company”
“I am a [developer]” or “I [design Web sites]”
Question #1
frontman
orchestra
rock band
rock star
This is a diagnostic tool, for understanding organizations
Many organizations exhibit all cultures
Organizations will have one dominant culture.
This is a helpful tool to understand and navigate between these groups
CLARIFICATION:
APPLICATIONLet’s mix and match...
"How do I manage a maverick employee?"
"How do we prevent attrition following a merger & acquisition?"
“Why are my boss and I always at odds?"
"How do I manipulate that VP who is in the way of this project?"
"Why am I so unhappy in this position-- I thought I'd be happier..."
"What is the ideal job for me?"
“Why did our company look outside for the new CEO?”
“Can we grow our creative group without losing what makes us special?”
“How do we balance a focus on optimization and innovation?”
“I though hiring that [rock star] would give our small agency a creative kick in the pants-- why did this backfire?”
“How can our large enterprise company support entrepreneurial ideas?”
“How do you manage the creative process? (and control costs)”
“How does a corporate company like ours attract top leaders in the industry? How do we retain them?”
“Why does someone who is a high-performer in one company, do poorly elsewhere?”
what happens to visionaries inside corporate organizations?
D’oh!(Sorry, this slide contained a videclip.)
Video clip from The Pixar Story (documentary)
commenting on John Lasseter’s days at Disney in the 70’s
YOUR TURN!
0.
When I was at Yahoo!, I was head of practice development for design. The company had 60+
product teams, each operating as a little business of its own. My job was to look at each of
these product groups, many of whom were acquired through acquisition, and try to find best
practices. And then use those learnings to shape a perspective on how Yahoo could use
design at a corporate level in order to compete more effectively.
A lot of this work was predicated on the (well founded) belief that 60+ product groups doing
things differently wasn’t very efficient. Perhaps we could take some of the practices of those
product groups that were most innovative, and use those to develop core processes that
would help the whole company. So I went around looking at the different products these
groups were creating. I studied the artifacts they made and observed how they worked
together. And I participated in their culture, sometimes even making things with them. I divided
them into quartiles, those doing really innovative work to those barely keeping up.
Well, after studying these groups, I found some surprising things. First, that the groups doing
the most innovative work weren’t necessarily the biggest, best funded groups. And they didn’t
necessarily tend to be the ones staffed by the “best” or most experience product designers,
engineers, and managers. I also learned that there didn’t tend to be much useful knowledge to
be abstracted about the processes they used. Two or three or six groups would actually use
very similar processes, but to different results. What worked for one didn’t tend to work for
another.
But one of the most important similarities I saw in the most successful groups was that they
tended to share a lot. Not to market their ideas internally for the sake of winning people over to
their point of view. Not getting people onboard with their agenda. But being excited about
their work, and talking about it. That talking about it tended to create relationships with other
people that made them more efficient in accomplishing their work. It exposed people to ideas
about the work and allowed for discussion about the things that were exciting and original
D’oh!you had to be there!
Attendees were given case studies for small group discussion.
FOR EACH:
1.Identify the work culture(s) involved
2.Identify the source of the conflict
3.What would you do in this situation?
LESSONS:
1. One size fits all management is absurd
1. One size fits all management is absurd
• different people
1. One size fits all management is absurd
• different people
• different contexts
1. One size fits all management is absurd
• different people
• different contexts
2. Understanding organizational cultures is a good framework for thinking through issues
1. One size fits all management is absurd
• different people
• different contexts
2. Understanding organizational cultures is a good framework for thinking through issues
3. Big business needs help with innovation
1. One size fits all management is absurd
• different people
• different contexts
2. Understanding organizational cultures is a good framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for creating breakthrough innovations
1. One size fits all management is absurd
• different people
• different contexts
2. Understanding organizational cultures is a good framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for creating breakthrough innovations
5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)
1. One size fits all management is absurd
• different people
• different contexts
2. Understanding organizational cultures is a good framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for creating breakthrough innovations
5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)
6. These innovators in turn need to value the role of maintenance and execution
7.Common to all these cultures is the importance of having a shared belief system-- something everyone believes in!
VISION
MANTRA
MISSION
SHARED SENSE OF PURPOSE
RAISON D’ETRE
STRATEGIC INTENT
BHAG
“PUT A MAN ON THE MOON”
http://www.poetpainter.com/thoughts/article/why-i-am-not-a-manager
Stephen P. Andersonwww.poetpainter.com
www.slideshare.net/stephenpa
Stephen P. Andersonwww.poetpainter.com
www.slideshare.net/stephenpa
top related