the intelligent player realises the team is the real star
TRANSCRIPT
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……the team is the real star
Léon Benjamin, Dec 2014
“The intelligent player realises the team is the real star” Arsene Wenger
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……the team is the real star
Léon Benjamin, Dec 2014
• About sei mani
• We create extraordinarily high levels of participation in enterprise collaboration technologies – Vendor neutral
(partners: Jive, Cisco, IBM)
– Proven methodology• Human centric, the
psychology of addiction, behaviour change
• Law of marginal gains, right brain thinking
80% WebEx Adoption$1.1m uplift in Cisco revenue
25%-80% WebEx Adoption (3 months)100% Jabber adoption (group)
Building high performance teams to ‘make the car go faster’
67% WebEx Social adoption6 months
Managed the replacement of BT MeetMe with WebEx. 9k users
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……the team is the real star
Léon Benjamin, Dec 2014
• The Big Picture– The networked economy
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……the team is the real star
Léon Benjamin, Dec 2014
• The Big Picture– Markets are conversations
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……the team is the real star
Léon Benjamin, Dec 2014
• Big Picture– Nature of work has changed
• Until the 1900’s accumulation of knowledge doubled every 100 years
• Today the sum total of human knowledge doubles every 2-3 years
• 70% of all information was created since the internet began
• Average life of an S&P 500 company is 15 years, down from 63 years in the 1930’s
• Just in time learning
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……the team is the real star
Léon Benjamin, Dec 2014
• Team work– The next small thing?
Slime mold
The surprising truth about too much talent
Letting go
The story of number 1
NASA: ClickworkersOpen Source, Crowdsourcing
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……the team is the real star
Léon Benjamin, Dec 2014
• Team work– Givers take all
• Quiet invasion of US intelligence community following 9/11 tragedy– Surveys, interviews, analysis of thousands of analysts
• 64 agencies, multi year research
• Identified factors that drive team effectiveness– Clear vision, challenging/rewarding work, recognition, appropriate rewards,
strong leadership, well defined roles and responsibilities• NOT ONE of these was a predictor of team effectiveness
– Any guesses of which factor enabled researchers to accurately predict team effectiveness?
• Are you a giver, taker or matcher?– Most organisations are ‘matchers’
• Improves collaboration but favours are exchanged in closed loops– Givers can be exploited by takers, reverting team dynamic back to matching
• Solutions?– Reciprocity rings
• Pharma & professional services in US have made major breakthroughs in this area
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……the team is the real star
Léon Benjamin, Dec 2014
• Team work– Barriers
• People are unwilling to go outside their own unit to seek input from others
Not-invented-here
• People are unwilling to help and share what they knowHoarding
• People who look for information and people who cannot easily find themSearch
• People are unable to transfer knowledge easily from one place to anotherTransfer
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……the team is the real star
Léon Benjamin, Dec 2014
• Team work– Change comes from within
• Communication mainly inside a group• People who work together develop an
insular cultureInsular culture
• Don’t want to cross status lines or are penalized for doing so
• People tend to “choose the right pond” Status gap
• Deep-seated belief that people should be able to solve their own problems instead of asking for help
Self-reliance
• Do not want to reveal problems because may be interpreted as failure or vulnerability
Fear
“lose the fear and you will thrive”
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……the team is the real star
Léon Benjamin, Dec 2014
• Change comes from within– Institutional thinking versus network thinking
“Call it a clan, call it a network, call it a tribe, call it a community. Whatever you call it, whoever you are, you need one.” Jane Howard
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……the team is the real star
Léon Benjamin, Dec 2014
• Summarising– The team is the real star
• People, teams and culture– Network centric organisation out performs command and control– In a high performance teams you aren't afraid of ideas, you exchange them– You don’t need to be a superstar to make a difference
• “Quiet people have the loudest minds”– Can your team members have influence without authority?– Respect for hands-on knowledge wins over respect for abstract authority– Simplicity versus complexity
• “Simple, clear purpose and principles give rise to complex and intelligent behaviour. Complex rules and regulations give rise to simple and stupid behaviour.” Dee Hock, Founder of Visa
• Change comes from within– It’s a journey!– Don’t need to boil the ocean
• Small incremental changes in every area delivers results– Leaders can be in control without controlling
• Control is a good thing when it’s the right type of control– Adapting to the rate of change
• Develop the personal capacity to change before the case for change becomes desperately obvious