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Aaron Dignan - Brave New Work: Are You Ready to Reinvent Your Organization?

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Aaron Dignan Brave New Work: Are You Ready to Reinvent Your Organization?
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Brave New Work: Are You Ready to Reinvent Your Organization?: summary, description and annotation

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Aaron Dignan is the driver behind some of todays most agile, fastest-scaling companies. In this book, he reveals his tested strategies for eliminating red tape, dissolving bureaucracy, and doing the best work of your life.
Hes 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? Havent countless business gurus promised the answer, yet changed almost nothing about the way we work?
Thats because we fail to recognize that organizations arent machines to be predicted and controlled. Theyre complex human systems full of potential waiting to be released.
Dignan says you cant 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 inBrave New Workyoull 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?

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An imprint of Penguin Random House LLC

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Copyright 2019 by Aaron Dignan Penguin supports copyright Copyright fuels - photo 4

Copyright 2019 by Aaron Dignan

Penguin supports copyright. Copyright fuels creativity, encourages diverse voices, promotes free speech, and creates a vibrant culture. Thank you for buying an authorized edition of this book and for complying with copyright laws by not reproducing, scanning, or distributing any part of it in any form without permission. You are supporting writers and allowing Penguin to continue to publish books for every reader.

LIBRARY OF CONGRESS CATALOGING-IN-PUBLICATION DATA

Names: Dignan, Aaron, author.

Title: Brave new work : are you ready to reinvent your organization? / Aaron Dignan.

Description: New York : Portfolio/Penguin, [2019] | Includes bibliographical references and index.

Identifiers: LCCN 2018045611 (print) | LCCN 2018046614 (ebook) | ISBN 9780525536215 (ebook) | ISBN 9780525536208 (hardcover) | ISBN 9780525542834 (international)

Subjects: LCSH: Organizational effectiveness. | Organizational change.

Classification: LCC HD58.9 (ebook) | LCC HD58.9 .D544 2019 (print) | DDC 658.4/06--dc23

LC record available at https://lccn.loc.gov/2018045611

While the author has made every effort to provide accurate internet addresses and other contact information at the time of publication, neither the publisher nor the author assumes any responsibility for errors or for changes that occur after publication. Further, the publisher does not have any control over and does not assume any responsibility for author or third-party websites or their content.

Version_2

For Huxley

May you inherit a world in which everyone finds fulfillment and prosperity at work. And if you dont, may you help build one.

Contents

People who like this sort of thing will find this the sort of thing they like.

Artemus Ward

Everything that needs to be said has already been said. But since no one was listening, everything must be said again.

Andr Gide

Part One
THE FUTURE OF WORK

The beginning is the most important part of the work.

Plato

We were packed into the back of a black car, on our way to a celebratory dinner. The energy was electric. My clients and I had just spent the last eight hours talking about the things teams never get a chance to talk about, starting with the ultimate question, Whats stopping you from doing the best work of your life? Pent up for so long, the possibility of actually addressing what held them back had awakened something deep within this team. The banter from the room had continued into the hall, the elevator, and now the car. What about our monthly strategy review? one of them said. Does anybody actually get value out of that thing? Those words hung in the air for a few seconds before everyone snapped back, No! The team leader turned around from the front seat and looked everyone in the eye. If you dont need it... I guess I dont need it either.

Well, that did it. From what I could gather in the commotion, this leadership team and the people that reported to them spent an inordinate amount of time each month preparing for and attending what essentially amounted to a glorified update meeting. I took the bait. How much time, ballpark, would you say you spend on that meeting? They started doing the math. First they had the cost of the meeting itself, which was more than three hours long and included almost forty people. Then there was preparation time for those senior leadersthey had to be sure they knew what they were talking about when questions came up. Add to that the time their teams spent preparing the materialhundreds of pages of PowerPoint, many of which routinely didnt get used or seen. And so on. They rattled it off and I tallied it up. By the time we got to the restaurant we had a good back-of-the-napkin estimate. The annual cost of the meeting? Close to $3 million. Their minds were blown. We are spending $3 million to have this shitty meeting?! What should we do? Well, I said, why not just cancel it and see what happens? You could almost see the gears turning in their heads. If meetings could change, what else was up for grabsbudgets, approvals, structure? This was a team about to reinvent their way of working.

WORK ISNT WORKING

No matter where I go in the worldand my work has taken me to fifteen countries and five continentsI meet leaders and teams who are frustrated. We are all confronted with the fact that the scale and bureaucracy that once made our organizations strong are liabilities in this era of constant change. We are beset on all sides by pressureto grow, to deliver, to execute at all costs, and to do so with our arms tied behind our backs. We are being asked to invent the future, but to do so inside a culture of work that is deeply broken.

We dont have enough time to do our work, but we pack our days with endless meetings. We dont have the information we need, but we are buried in emails, documents, and data. We want speed and innovation, but we run from risk and inhibit our best people. We claim to work in teams, but we dont really trust one another. We know the way were working isnt working, but we cant imagine an alternative. We long for change, but we dont know how to get it.

Today we face an array of systemic challengesin our economy, our government, our environmentall stemming from our inability to change. We are addicted, in spite of ourselves, to the siren song of bureaucracy. Gratuitous hierarchies, plans, budgets, and controls abound. But they arent working like they used to. In the face of complexity, our Legacy Organizationsthe traditional institutions that make up much of the modern worldare failing us, and we know it. Yet we do nothing, paralyzed by the fear of losing whatever control we have left.

SIMPLE SABOTAGE

Think back on your career, whether thats a few years or a few decades. Think about the things that have frustrated you. What has held you back. What do you wish you could change. Now read the following instructions and see if you recognize them. Have you ever seen a colleague behave this way?

  1. Insist on doing everything through channels. Never permit shortcuts to be taken in order to expedite decisions.

  2. Make speeches. Talk as frequently as possible and at great length. Illustrate your points by long anecdotes and accounts of personal experiences.

  3. When possible, refer all matters to committees for further study and consideration. Attempt to make the committees as large as possiblenever less than five.

  4. Bring up irrelevant issues as frequently as possible.

  5. Haggle over the precise wordings of communications, minutes, resolutions.

  6. Refer back to matters decided upon at the last meeting and attempt to reopen the question of the advisability of that decision.

  7. Advocate caution. Be reasonable and avoid haste which might result in embarrassments or difficulties later on.

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