cocoon projects - liquid organizations and collaborative strategy making
Post on 22-Oct-2014
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Supporting slides from the intro of our "Liquid Organizations and Collaborative Strategy making" workshop designed by Stelio Verzera and so far held in Barcelona, Paris and Rome at Cocoon Projects with Jacopo Romei, Alberto Brandolini, Claudia Pellicori, Alessandra Cianchettini, Valerio Cianci, Miluska Ojeda, Mattia Michelangeli and the support of the whole Cocoon Projects Team. The workshop is based on the Cocoon Projects case history and specific know-how on the topic. And it is aimed at introducing how a non-hierarchical organization works being adaptive, responsive, engaging, scalable, and anti-fragile. For any information, or for organizing the workshop at your place wherever in the world, please contact us at cocoonprojects.com.TRANSCRIPT
May 2013
LIQUID ORGANIZATIONS AND COLLABORATIVE STRATEGY MAKING Pagina 1
LIQUID ORGANIZATIONSAND COLLABORATIVESTRATEGY MAKING
May 2013
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WE'RE AT AVERY SHARPBEND
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DARE TO IMAGINE.
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“We need non linear change, and non linear change only happens when you get sort of a wild fire of
support from the people.”
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“Change happens with people.The more people are empowered through connection technologies, the more ability we have to collapse
geographical distances.”
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“The power of connection may reveal what we're capable of, and what is possible.”
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“There is not time for us to think in incremental terms, we need to agitate, we need to inspire others.”
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DARE TO IMAGINE.
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“Every few hundred years in Western history there occurs a sharp transformation.
Within a few short decades, society rearranges itself. Fifty years later there is a new world. And the people born
then cannot even imagine the world in which their grandparents lived and into which their own parents were born.
We are currently living through such a transformation.”
(Peter Drucker)
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SO, WHAT IS GOING TO DISAPPEAR?
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INDUSTRIAL AGE MANAGEMENT
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THINKING
DOING
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SERIOUSLY.
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STABLEDURABLEPREDICTABLE
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DYNAMICADAPTABLEANTIFRAGILE
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HIERARCHICAL ORGANIZATIONS.WHAT WAS WRONG WITH THEM?
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SO LET'S DISRUPT.LIQUIFY.
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“Individuals and interactions over processes and tools.Responding to change over following a plan.”
(the Agile Manifesto)
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VS.VALUES AND PRINCIPLES
RULES AND TITLES
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VS.EMPOWERMENT
CONTROL
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VS.ENGAGEMENT
COMMAND
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VS.LEADERSHIP
MANAGEMENT
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OK, I GOT IT. SO HOW CAN WE DO IT?
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LET'S SEEA DIFFERENTORGANIZATIONALMODEL
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CONCENTRICSPONTANEOUSLIQUID
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THE 4 PARTS
1. Collaborative working board.
2. Collaborative decision making.
3. Contribution accounting.
4. Reputation tracing.
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1) COLLABORATIVE WORKING BOARD.
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LEAN BASIC OPERATIVE PRINCIPLES
- Value flow and muda.
- Short iterative loops (PDCA).
- Focus (timebox and WIP).
- Pull (Kanban).
- Kaizen.
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2, 3 AND 4: LET'S PLAY THEM TOGETHER.
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“Somewhat like jazz, collaborative strategy is a structured yet improvisational performance.”
(Nilofer Merchant)
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QuESTCOLLABORATIVE STRATEGY MAKING
- Question
- Envision.
- Select.
- Take.
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“We are already in the new.We are in it, but we don't see it.”
(Marc Luyckx Ghisi)
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MAKE IT HAPPEN.
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SERIOUSLY.
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www.cocoonprojects.com
Presentation by Stelio Verzera,released under Creative Commons licence: CC BY-NC-SA.http://creativecommons.org/licenses/by-nc-sa/3.0/
Some images courtesy of:http://www.flickr.com/photos/zeevveez/http://www.flickr.com/photos/chrisstevenson/http://www.flickr.com/photos/mikecogh/http://www.flickr.com/photos/jaybergesen/http://www.flickr.com/photos/toddbinger/http://www.flickr.com/photos/tim_uk/http://www.flickr.com/photos/jimbrickett/http://www.flickr.com/photos/38971527@N04/http://www.flickr.com/photos/lentzstudios/http://www.flickr.com/photos/34053291@N05/http://commons.wikimedia.org/wiki/User:Roger_McLassushttp://www.flickr.com/photos/fgr1986/http://www.flickr.com/photos/migasun/
Some quotes are taken from:http://www.youtube.com/watch?v=QYK_BCgxEK8
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