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SIDEARM: Self-organizing for Innovation, Decisions, Engagement, Action, and Risk Mitigation

Presentation for Business Complexity & the Global Leader Conference, Boston, Oct 18-20, 2010
by

hc park

on 14 September 2015

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Transcript of SIDEARM: Self-organizing for Innovation, Decisions, Engagement, Action, and Risk Mitigation

SIDEARM
What's The Problem?
What's Are We Proposing?
What Do We Get?
Self-organizing for Innovation, Decisions,
Engagement, Action, and Risk Mitigation
Complexity
We want the big problem to "act small"
History
Scope / Scale
Interdependence
Individual Skills
Tools & Technologies
History
Leadership
Decision-Making

Examples
“The recent failure rate of chief executives in big American companies points in the same direction. A large proportion of CEOs of such companies appointed in the past ten years were fired as failures within a year or two. But each of these people had been picked for his proven competence, and each had been highly successful in his previous jobs. This suggests that the jobs they took on had become undoable. The American record suggests not human failure but systems failure. Top management in big organizations needs a new concept.”
- Peter Drucker

Approach
Summary
Horizontal Compression
Vertical Compression
Silicon Valley Ecosystem
Open Source Development
A Silicon Valley-like ecosystem wrapped around an organization’s operational “source code”
“Almost the only class of complex system in the universe that is not purely self-organizing is the modern business corporation and other hierarchical organizations modeled on it.”

- Richard Koch, “The Natural Laws of Business”
• Adaptive speed
• Empowered employees with passion and engagement
• Bottom-up innovation
• Camaraderie and energy of small teams
• Worthwhile challenges that stretch talent
• Self-organization

• Large complex projects
• Robustness / Efficient error handling

• High functionality
Decisions
Involvement
Implementation
Longevity
Faster
"Better"
> More Robust
> Innovative
> Mature (More Developed)
More Fluid Communications
Less Bureaucracy
Collaboration
> Internal
> External
On-going communications
Expectations
Adaptability
Risk Management
Better Error Handling

"Given enough eyeballs,
all bugs are shallow"
If we can't make the problem "small", can we enable the organization act nimbly?

Can we compress the organization?
Two complementary and compatible compressions
Horizontal Compression -- Visual Models
Vertical Compression -- Bossless Organization
Larger $'s
More people
Globalization
More data
"Bigger is better"
Productivity
Artifacts from a simpler time
Expectations
Speed
Nodes, conflicts, delays, shifts
tinyurl.com/hvcompress
Full transcript