Brave New Work Buchzusammenfassung - das Wichtigste aus Brave New Work

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Zusammenfassung von Brave New Work

Name: Brave New Work
Rating: 4.6 (121 reviews)
Author: Aaron Dignan

Aaron Dignan

Are You Ready to Reinvent Your Organization?

4.6 (121 Bewertungen)

24 Min.

Kurz zusammengefasst

Brave New Work by Aaron Dignan is a business book that explores the need for a new way of working. It offers a practical guide to creating an adaptable organization that can thrive in a fast-changing world.

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Brave New Work
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What’s in it for me? Transform your organization and start doing the best work of your life.

What’s stopping you from doing the best work of your life?

Are you hamstrung by outdated bureaucratic processes? Stifled by hierarchical structures? Forever sinking in the quicksand of mandatory meetings?

Well, most workers share these complaints and could easily toss in a few more. That’s why it’s time to change.

It might seem scary. It might seem impossible. But, if you don’t want your organization to perish in the arena of the global marketplace, you’ve got to do it. You’ve got to rethink and reinvent the way you work.

In the author’s terms, that means updating the way your organization works – transitioning from an old legacy operating system to a new evolutionary operating system that’s more flexible, open, and human-centered.

These blinks don’t prescribe any one-size-fits-all change initiatives. They don’t offer a single clear answer to your professional problems. But how could they? You and your organization are unique. You can only change by finding your own path. So think of these blinks as guidelines – subtle nudges in the direction you need to be going.

In these blinks, you’ll also find out

why roundabouts are better than traffic signals;
that captains don’t always have to give orders; and
the difference between complexity and complicatedness.

Traditional organizations are in crisis.

Let’s begin with a story of sabotage.

At the peak of World War Two, the director of the agency that later became the CIA commissioned a special field manual. In the manual were guidelines for destabilizing communities and commerce. The idea was simple: give the manual to citizens friendly to the Allied forces and wage a war of what the manual described as “simple sabotage.”

Near the end of the manual, there’s a list of actions that interfere with organizations and production.

Things like: making it hard to access work resources by setting up complicated bureaucratic systems, never allowing shortcuts that might speed up a process or decision, and adhering to all regulations, always.

When the author shows this list from the old manual to leaders, many laugh. “That’s exactly what people do where I work!” is the general response.

Here’s the key message: Traditional organizations are in crisis.

In short, what amounted to sabotage in 1944 is now just another day in the office.

Let’s be clear. It’s not that people are trying to be saboteurs. It’s that companies are structured in such a way that following protocol essentially amounts to sabotage.

This is having an unfortunate effect on companies in at least three ways.

For one, company lifespan is down. It used to be that a company on the S&P 500 could expect to spend 60 or so years there. Now it’s down to about ten.

Second, return on assets is also down. Return on assets is the amount of profit a company can generate with what it owns. In addition to being a great all-round metric of performance, it’s also hard to fudge. Unfortunately, since 1965, US return on assets has dropped from nearly 5 percent to just above 1 percent.

Third, productivity growth has also leveled off. Despite the fact that we’ve made incredible technological gains, we’re still unable to make more stuff per hour than we were ten or 20 years ago.

If you were to ask an economist why companies seem to be struggling, she’d probably scratch her head. If you ask the people at the edge, those workers on the ground dealing with day-to-day problems, you’ll get a clear answer: bureaucracy.

Organizational debt is dragging down businesses.

Imagine you’re a worker in a factory that makes auto parts. One day, as you operate your machine, you notice a hole in your right glove. The left one is wearing thin, too. “High time for a new pair,” you think. So you chuck your gloves, walk to where the gloves are kept, grab a new pair, and you’re back at your machine in 30 seconds.

If only all workers lived in such a dream world.

Legacy Organizations assume that managers should think for workers.

Behind every organization, there’s a set of assumptions. These assumptions underlie and guide how everything is done. You can think of these assumptions as a sort of organizational operating system.

For more than a century, the vast majority of companies have been using an operating system inherited from traditional organizations. Let’s call it Legacy OS. It’s all the structures and norms and practices that we hardly notice. Managers. Budgets. Performance reviews. It’s so prevalent that it’s nearly invisible. And, since most people mistake popularity for quality, Legacy OS rarely gets challenged, let alone rethought.

Organizations are not complicated systems. They’re complex.

Pop quiz!

Without giving it too much thought, do you think an automobile engine is complicated or complex? What about the mechanism of a watch? Complicated or complex? OK, how about the weather or traffic? Is one complicated and the other complex? Both complex? Phew, this is getting complicated.

Evolutionary Organizations should flow like roundabouts.

When you’re driving, which would you rather encounter: a traffic signal or a roundabout?

Most people are more familiar and more comfortable with the traffic signal. In the United States alone, there are over 300,000 traffic signals. Roundabouts, in contrast, are rare, with roughly one for every 1,118 intersections.

Evolutionary Organizations are Complexity Conscious and People Positive.

It’s one thing to say, “Make your organization more like a roundabout!” It’s quite another to shift from legacy habits to evolutionary practices.

The key message here is: Evolutionary Organizations are Complexity Conscious and People Positive.

Reconsider the domains of structure and purpose.

Evolutionary Organizations have successfully implemented change in a few domains. Marquet, the submarine captain from the previous blink, decided to take a new approach to the domain of authority. And, as you know, the results were surprisingly good.

Here’s the key message: Reconsider the domains of structure and purpose.

Reconsider the domains of meetings and membership.

Once, after a long and productive discussion, a team the author worked with decided to discontinue their monthly strategy review. This team had been holding the truth back from one another for far too long; no one got any value from the strategy review, let alone liked it. Guess how much this boring, worthless meeting had been costing them? Three million dollars per year.

Here’s the key message: Reconsider the domains of meetings and membership.

Change is a never-ending process, not a one-time event.

What is change? Most leaders envision change as a sort of journey – a corporate quest from point A to point B. They’ve got a roadmap with landmarks and a well-defined end goal. But this metaphor is misleading.

Here’s the key message: Change is a never-ending process, not a one-time event.

Du möchtest die gesamte Zusammenfassung von Brave New Work sehen?

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Worum geht es in Brave New Work?

Brave New Work (2019) is an unusual guide to organizational change. Rather than prescribing techniques for corporate change, it offers suggestions and case studies. The real work of transformation is left up to you.

Wer Brave New Work lesen sollte

Start-up leaders looking to transform their organizations
Managers and human resources professionals
Those interested in the workplaces of the future

Über den Autor

Aaron Dignan is the founder of The Ready, a coaching and organization-design company with clients such as Microsoft, Airbnb, and Johnson & Johnson. He is also an angel investor and has sat on advisory boards for PepsiCo, American Express and GE.

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