TED演讲稿英文

当工作越来越复杂，给你6个简化守则Ihavespentthelastyears,tryingtoresolvetwoenigmas:whyisproductivitysodisappointinginallthepanieswhereIwork?Ihaveworkedwithmorethan500panies.Despiteallthetechnologicaladvanee-puters,IT,munications,telemunications,theinternet.Enigmanumbertwo:whyistheresolittleengagementatwork?Whydopeoplefeelsomiserable,evenactivelydisengaged?Disengagedtheircolleagues.Actingagainsttheinterestoftheirpany.Despitealltheaffiliationevents,thecelebration,thepeopleinitiatives,theleadershipdevelopmentprogramstotrainmanagersonhowtobettermotivatetheirteams.Atthebeginning,Ithoughttherewasachickenandeggissue:becausepeoplearelessengaged,theyarelessproductive.Orviceversa,becausetheyarelessproductive,weputmorepressureandtheyarelessengaged.Butasweweredoingouranalysiswerealizedthattherewasamonrootcausetothesetwoissuesthatrelates,infact,tothebasicpillarsofmanagement.Thewayweorganizeisbasedontwopillars.Thehard—structure,processes,systems.Thesoft—feeling,sentiments,interpersonalrelationship,traits,personality.Andwheneverapanyreorganizes,restructures,reengineers,goesthroughaculturaltransformationprogram,itchoosesthesetwopillars.Nowwetrytorefinethem,wetrytobinethem.Therealissueis-andthisistheanswertothetwoenigmas-thesepillarareobsolete.Everythingyoureadinbusinessbooksisbasedeithertwooftheotherortheirbine.Theyareobsolete.Howdotheyworkwhenyoutrytousetheseapproachesinfrontofthenewplexityofbusiness?Thehardapproach,basicallyisthatyoustartfromstrategy,requirement,structure,processes,systems,KPIs,scorecards,mittees,headquarters,hubs,clusters,younameit.Iforgotallthemetrics,incentives,mittees,middleofficesandinterfaces.Whathappensbasicallyontheleft,youhavemoreplexity,thenewplexityofbusiness.Weneedquality,cost,reliability,speed.Andeverytimethereisanewrequirement,weusethesameapproach.Wecreatededicatedstructureprocessedsystems,basicallytodealwiththenewplexityofbusiness.Thehardapproachcreatesjustplicatednessintheorganization.Let'stakeanexample.Anautomotivepany,theengineeringdivisionisafive-dimensionalmatrix.Ifyouopenanycellofthematrix,youfindanother20-dimensionalmatrix.YouhaveMr.Noise,Mr.PetrolConsumption,Mr.Anti-CollisionPropertise.Foranynewrequirement,youhaveadedicatedfunctioninchargeofaligningengineersagainstthenewrequirement.Whathappenswhenthenewrequirementemerges?Someyearsago,anewrequirementappearedonthemarketplace:thelengthofthewarrantyperiod.Sothereforetherequirementisrepairability,makingcarseasytorepair.Otherwisewhenyoubringthecartothegaragetofixthelight,ifyouhavetoremovetheenginetoaccessthelights,thecarwillhavetostayoneweekinthegarageinsteadoftwohours,andthewarrantybudgetwillexplode.So,whatwasthesolutionusingthehardapproach?Ifrepairabilityistherewrequirement,thesolutionistocreateanewfunction,Mr.Repairability.AndMr.Repairabilitycreatestherepairabilityprocess.Witharepairabilityscorecard,witharepairabilitymetricandeventuallyrepairabilityincentive.Thatcameontopof25otherKPIs.Whatpercentageofthesepeopleisvariablepensation?Twentypercentatmost,dividedby26KPIs,repairabilitymakesadifferenceof0.8percent.Whatdifferencediditmakeintheiraction,theirchoicestosimplify?Zero.Butwhatoccursforzeroimpact?Mr.Repairability,process,scorecard,evaluation,coordinationwiththe25othercoordinatorstohavezeroimpact.Now,infrontofthenewplexityofbusiness,theonlysolutionisnotdrawingboxeswithreportinglines.Itisbasicallytheinterplay.Howthepartsworktogether.Theconnection,theinteraction,thesynapse.Itisnotskeletonofboxes,itisthenervoussystemofadaptivenessandintelligence.Youknow,youcouldcallitcooperation,basically.Wheneverpeoplecooperate,theyuselessresources.Ineverything.Youknow,therepairabilityissueisacooperationproblem.Whenyoudesigncars,pleasetakeintoaccounttheneedofthosewhowillrepairthecarsintheaftersalesgarage.Whenwedon'tcooperateweneedmoretime,moreequipment,moresystem,moreteams.Weneed-whenprocurement,supplychain,manufacturingdon'tcooperateweneedmorestock,moreinvestories,moreworkingcapital.Whowillpayforthat?Shareholder?Customers?No,theywillrefuse.Sowhoisleft?Theemployees,whohavetopensatethroughtheirsuperindividualeffortsforthelackofcooperation.Stress,burnout,theyareoverwhelmed,accidents.Nowondertheydisengage.Howdothehardandthesofttrytofostercooperation?Thehard:inbanks,whenthereisproblembetweenthebackofficeandthefrontoffice,theydon'tcooperate.Whatisthesolution?Theycreateamiddleoffice.Whathappensoneyearslater?Insteadofoneproblembetweenthebackandfront,nowhavetoproblems.Betweenthebackandthemiddleandbetweenthemiddleandthefront.PlusIhavetopayforthemiddleoffice.Thehardapproachisunabletofostercooperation.Itcanonlyaddnewboxes,newbonesintheskeleton.Thesoftapproach:tomakepeoplecooperate,weneedtomakethenlikeeachother.Improveinterpersonalfeelings,themorepeoplelaikeeachother,themoretheywillcooperate.Itistotallyworng.Itevencounterproductive.Look,athomeIhavetwoTVs.Why?Preciselynottohavetocooperatewithmywife.Nottohavetoimposetradeoffstomywife.AndwhyItrynottoimposetradeoffstomywifeispreciselybecauseIlovemywife.IfIdidn'tlovemywife,oneTVwouldbeenough:youwillwatchmyfavoritefootballgame,ifyouarenothappy,howisthebookorthedoor?Themorewelikeeachother,themoreweavoidtherealcooperationthatwouldstrainourrelationshipsbyimposingtoughtradeoffs.AndwegoforasecondTVorweescalatethedecisionaboveforarbitration.Definitely,theseapproachesareobsolete.Todealwithplexity,toenhancenervoussystem,wehavecreatedwhatwecallthesmartsimplicityapproachbasedonsimplerules.Simplerulenumberone:understandwhatothersdo.Whatistheirrealwork?Weneedgobeyondtheboxes,thejobdescription,beyondthesurfaceofthecontainer,tounderstandtherealcontent.Me,designer,ifIputawirehere,Iknowthatitwillmeanthatwewillhavetoremovetheenginetoaccessthelights.Second,youneedtoreinforceintegrators.Integratorsarenotmiddleoffice,theyaremanagers,existingmanagersthatyoureinforcesothattheyhavepowerandinteresttomakeotherscooperate.Howcanyoureinforceyourmanagersasintegrators?Byremovinglayers.Whentherearetoomanylayerspeoplearetoofarfromtheaction.ThereforetheyneedKPIs,metrics,theyneedpoorproxiesforreality.Theydon'tunderstandrealityandtheyaddtheplicatednessofmetrics,KPIs.Byremovingrules—thebiggerweare,themoreweneedintegrators,thereforethelessruleswemusthave,togivediscretionarypowertomanagers.Andwedotheopposite-thebiggerweare,themoreruleswecreate.AndweendupwiththeEncyclopediaBritannicaofrules.Youneedtoincreasethequanitityofpowersothatyoucanempowereverybodytousetheirjudgment,theirintelligence.Youmustgivemorecardstopeoplesothattheyhavethecriticalmassofcardstotaketherisktocooperate,tomoveoutofinsulation.Otherwise,theywillwithdraw.Theywilldisengage.Theserules,theyefromgametheoryandorganizationalsociology.Youcanincreasetheshadowofthefuture.Createfeedbackloopsthatexposepeopletotheconsequencesoftheiractions.ThisiswhattheautomotivepanydidwhentheysawthatMr.Repairabilityhadnoimpact.Theysaidthedesignengineers:now,inthethreeyears,whenthenewcarislaunchedonthemarket,youwillmovetotheaftersalesnetwork,andbeeinchargeofthewarrantybudget,andifthewarrantybudgetexplodes,itwillexplodeinyourface.Muchmorepowerfulthan0.8percentvariablepensation.Youneedalsotoincreasereciprocity,byremovingthebuffersthatmakeusself-sufficient.Whenyouremovethesebuffers,youholdmebythenose,Iholdyoubytheear.Wewillcooperate.RemovethesecondTV.TherearemanysecondTVsatworkthatdon'tcreatevalue,theyjustprovidedysfunctionalself-sufficiency.Youneedtorewardthosewhocooperateandblamethosewhodon'tcooperate.TheCEOofTheLegoGroup,JK,hasagreatwaytouseit.Hesay,blameisnotforfailure,itisforfailingtohelporaskforhelp.Itchangeseverything.Suddenlyitbeesinmyinteresttobetransparentonmyrealweakness,myrealforecast,becauseIknowIwillnotbeblamedifIfail,butifIfailtohelporaskforhelp.Whenyoudothis,ithasalotofimplicationsonorganizationaldesign.Youstopdrawingboxes,dottedlines,fulllines;youlookattheirinterplay.Ithasalotofimplicationonfinancialpoliciesthatweuse.Onhumanresourcemanagementpractices.Whenyoudothat,youcanmanageplexity,thenewplexityofbusiness,withoutgettingplicated.Youcreatemorevaluewithlowercost.Yousimultaneouslyimproveperformanceandsatisfactionatworkbecauseyouhaveremovethemonrootcausethathindersboth.plicatedness:thisisyourbattle,businessleader.Therealbattleisnotagainstpetitors.Thisisrubbish,veryabstract.Whendowemeetpetitorstofightthem?Therealbattleisagainstourselves,againstourbureaucracy,ourplicatedness.Onlyyoucanfight,candoit.Thankyou!