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MANAGEMENT THEORY
Rock Bands, Guitar Heroes And Management Theory
STEPHEN P.
                             ANDERSON
                               poetpainter.com




          V.P. of Product
         Strategy & Design

viewZi
I WORK WITH A GREAT TEAM AT VIEWZI...
Rock Bands, Guitar Heroes And Management Theory
Management Theory
Management in business and human organization
activity is simply the act of getting people together
to accomplish desired goals.
Q uestion #1
  What do you do
  for a living?
Qu estion #2
  Are you experiencing
  conflict or dissatisfaction
  at your work?
(Great. this presentation is for you!)
Where
this
all
started...
me, c. 1990




              me, c. 1994
George Lucas

               Gene Roddenberry
RIPPING
OFF...?
iffing!
RIPPING
r
OFF...?
Management Theory
Management in business and human organization
activity is simply the act of getting people together
to accomplish desired goals.
THE PROBLEM WITH MOST MANAGEMENT THEORIES:



they treat all people the same...!
Is Apple onto something that other companies aren’t?
“   Over the past 100 years, management
    theory has followed a smooth trajectory,
    from enslavement to empowerment.




                                      “Google-ism?”




     Taylorism
“   Jobs, by contrast, is a notorious micromanager...

    At most companies, the red-faced, tyrannical
    boss is an outdated archetype...
Huh?
Google bad? Apple good?
“   The simple, obvious truth is that both Apple and Google
    have atypical strategies and cultures, and both
    companies have achieved atypical results. Imagine that.
Different personalities
    Different strengths (and weaknesses)
                          Different needs
                     Different businesses
                     Different customers
+                      Different partners


=
Different personalities
    Different strengths (and weaknesses)
                          Different needs
                     Different businesses
                     Different customers
+                      Different partners


=            Differen t work cultures!
4 WORK CULTURES:
4 WORK CULTURES:
    As we go through this, ask yourself
      “Which culture am I working in?”
     “Which culture do I work best in?”
THE
FRONTMAN
THE
FRONTMAN
THE
FRONTMAN
   “power”
THE
FRONTMAN
   “power”
Dave
Grohl
The “Frontman”
In October of 1994, Grohl scheduled studio time,
again at Robert Lang's Studio, and quickly
                                                 n
recorded a fifteen-track demo. With the exceptio
of a single guitar part on quot;X-Staticquot; played by
Greg Dulli of the Afghan Whigs, Grohl performed
                              Dave
Grohl
all of the instruments himself...
            Grohl's demo was given a professional
          The “Frontman”
            mix...and was released in July of 1995 as
            the Foo Fighters' debut album.
Dave
Grohl
The “Frontman”
In the midst of the initial sessions for the Foo
 Fighters' second album, tension emerged between
   Grohl and Goldsmith. According to Goldsmith,

                           Dave
Grohl
 quot;Dave had me do 96 takes of one song, and I had
 to do thirteen hours' worth of takes on another
  one. ... It just seemed that everything I did
       The “Frontman”
   wasn't good enough for him, or anyone else.quot;
WHAT BUSINESSES
     REPRESENT THE
FRONTMAN CULTURE?
typical of small companies & startups, but...
FRONTMEN?
(AND WOMAN)
FRONTMEN?
(AND WOMAN)
Jobs, by contrast, is a notorious micromanager.
   No product escapes Cupertino without meeting Jobs'
   exacting standards, which are said to cover such
   esoteric details as the number of screws on the
   bottom of a laptop and the curve of a monitor's
   corners. quot;He would scrutinize everything, down to
   the pixel level,quot; says Cordell Ratzlaff, a former
   manager charged with creating the OS X interface.




FRONTMEN?
(AND WOMAN)
FRONTMEN?
(AND WOMAN)
FRONTMEN?
(AND WOMAN)
Rock Bands, Guitar Heroes And Management Theory
George is the Alpha and Omega, and is involved in the story from beginning
to end. On The Clone Wars that means from the initial story idea until the
final sound mix. I new from the moment I got the job that The Clone Wars
was going to be George's show. My job was to execute his vision and I have
aways tried my best to do that.
-Henry Gilroy, Story Editor/Writer
George is the Alpha and Omega, and is involved in the story from beginning
to end. On The Clone Wars that means from the initial story idea until the
final sound mix. I new from the moment I got the job that The Clone Wars
was going to be George's show. My job was to execute his vision and I have
aways tried my best to do that.
-Henry Gilroy, Story Editor/Writer



     ...we had no idea how often we'd see George or how heavily he'd be involved...
     He's spent a lot of time with us and we've gotten to know him pretty well.
     He's great to work with. We're learning, really learning, a lot. I've never
     worked for somebody who's made me think outside of the box. That's the only
     way to accomplish the amazing things that need to be done on this show.

     -Catherine Winder, Producer
Rock Bands, Guitar Heroes And Management Theory
Rock Bands, Guitar Heroes And Management Theory
quot;What separates us from other camera companies is that the vision guy is
the decisionmaker... That was one of my biggest advantages at Oakley, and
it's the same at Red—I'm in the trenches, in the product development, and
I make the final call. Red is a benevolent dictatorship.quot;

-Jim Jannard
Rock Bands, Guitar Heroes And Management Theory
the boss is the one with the vision,
(you execute on that vision)
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the
boss would do
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the
boss would do
you learn by trial and error (not analysis)
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the
boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the
boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
cheap to run - low admin costs
the boss is the one with the vision,
(you execute on that vision)
It’s about “Who you know”
decisions are made quickly
decision making = imitating what the
boss would do
you learn by trial and error (not analysis)
decision making is more often on instinct
cheap to run - low admin costs
the Media loves this archetype
NESSES
succession is a problem




                NESSES
succession is a problem
quality of decisions is
dependent on the frontman
(and their immediate circle)




                NESSES
succession is a problem
quality of decisions is
dependent on the frontman
(and their immediate circle)
disagreements with the
Frontman can be disastrous




                NESSES
succession is a problem
quality of decisions is
dependent on the frontman
(and their immediate circle)
disagreements with the
Frontman can be disastrous
Frontmen tend to frequently
change priorities and focus




                NESSES
succession is a problem
quality of decisions is
dependent on the frontman
(and their immediate circle)
disagreements with the
Frontman can be disastrous
Frontmen tend to frequently
change priorities and focus
It’s difficult to influence the
Frontman, but s/he will be
influenced by external peers


                 NESSES
“clubs of like-minded people introduced by like minded people”
THE
ORCHESTRA
THE
ORCHESTRA
THE
ORCHESTRA
    “role”
THE
ORCHESTRA
    “role”
Rock Bands, Guitar Heroes And Management Theory
WHAT BUSINESSES
     REPRESENT THE
ORCHESTRA CULTURE?
uh... most businesses?
Rock Bands, Guitar Heroes And Management Theory
D’oh!
(Sorry, this slide contained a videclip.)
“Cogs in the machine” clip from The Incredibles.
12.5 93
HOURS MINS
12.5 93
HOURS MINS
12.5 93
HOURS MINS
Rock Bands, Guitar Heroes And Management Theory
values order, rules, reason
values order, rules, reason
working your way to the top is a goal
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical
(and defined at the top)
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical
(and defined at the top)
decision making is highly analytical
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical
(and defined at the top)
decision making is highly analytical
training is encouraged
(to mold different types of people)
values order, rules, reason
working your way to the top is a goal
stability & predictability are encouraged
people truly are a “human resource”
power is hierarchical
(and defined at the top)
decision making is highly analytical
training is encouraged
(to mold different types of people)
authority comes from your title/role
NESSES
inability to respond to
change




           NESSES
inability to respond to
change
tendency to be overly
bureaucratic and inefficient




           NESSES
inability to respond to
change
tendency to be overly
bureaucratic and inefficient
not good at inventing or
innovating


           NESSES
http://www.toothpastefordinner.com/070806/manager-set-list.gif
great family
good benefits
stability
leave at 5
clear separation of work/life
you know what’s expected of you
chance to move around within the organization
access to resources
(professionally & personally)
big budgets
“excellent, when one can assume tomorrow will be like yesterday”
THE
ROCK BAND
THE
ROCK BAND
THE
ROCK BAND
     “task”
THE
ROCK BAND
     “task”
Rock Bands, Guitar Heroes And Management Theory
Rock Bands, Guitar Heroes And Management Theory
Rock Bands, Guitar Heroes And Management Theory
D’oh!
(Sorry, this slide contained a videclip.)
“Dueling Guitars” clip from August Rush
WHAT BUSINESSES
REPRESENT THE ROCK
    BAND CULTURE?
theater groups
     design agencies
                                       improv groups
agile teams


   MOST CREATIVE TEAMS
advertising agencies              screenwriters

                       consultancies
Highly recommended!




                       )
                      >
Rock Bands, Guitar Heroes And Management Theory
concerned with the continuous and
successful solution of problems
concerned with the continuous and
successful solution of problems
performance = results
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
good environment - if you know your stuff
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in
trouble
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in
trouble
variety (not predictability fuels this group
concerned with the continuous and
successful solution of problems
performance = results
culture recognizes expertise as the
base of power or influence (vs age,
length of service, or closeness to owner)
good environment - if you know your stuff
you need talent, creativity to thrive
desire to help, rather than exploit when in
trouble
variety (not predictability fuels this group
work well, when venturing into new
situations
NESSES
often have a short life span




                NESSES
often have a short life span
excessive independence can
lead to irresponsibility




                NESSES
often have a short life span
excessive independence can
lead to irresponsibility
repetition = death
(bored by certainty)




                NESSES
often have a short life span
excessive independence can
lead to irresponsibility
repetition = death
(bored by certainty)
often very expensive to run



                NESSES
“ask [this group] to manufacture pencils they will invent the best
(or most expensive?) pencil known, or disrupt the process, or depart”
“Problem solving is a fine method of influence inside the task culture,
but to influence another culture you have to play its games.”
“If I knew the answer to the problem before we started, I wouldn’t
take on the project...”
D’oh!
(Sorry, this slide contained a videclip.)
Series of clips from The Pixar Story (documentary)
commenting on various aspects of a rock band culture
OPPORTUNITY FOCUS

             Innovation!


           Revenue through                        Efficiency!
PRIORITY




           new lines or higher
                margins                         Revenue through
                                                 cost savings
                             OPERATIONS FOCUS

                                   TIME




             Business Maturity Cycle
THE
ROCK STARS
THE
ROCK STARS
THE
ROCK STARS
    “individuals”
THE
ROCK STARS
    “individuals”
Rock Bands, Guitar Heroes And Management Theory
Rock Bands, Guitar Heroes And Management Theory
THE SMITHS
ELECTRONIC
  THE THE
  MODEST
  MOUSE
 THE CRIBS
  JOHNNY
 MARR AND
THE HEALERS
session musician and writing
              collaborator for artists including



THE SMITHS                         Billy Bragg
                                  Bryan Ferry
                               Talking Heads
ELECTRONIC                    Pet Shop Boys
                                    Banderas
                               Kirsty MacColl

  THE THE                        Moodswings
                                       K-Klass
                                 Electrafixion


  MODEST
                                    M People
                                          Beck
                                   Tom Jones
  MOUSE                           Bert Jansch
                                     Neil Finn
                                         Oasis

 THE CRIBS                         Beth Orton
                              The Charlatans
                                    Pearl Jam


  JOHNNY
                             Quando Quango
                                   Karl Bartos


 MARR AND
                               Lisa Germano
                                   Jane Birkin


THE HEALERS
                                Transit Kings
                             Crowded House
                                   Girls Aloud
                              The Pretenders
                                 Black Grape
WHAT BUSINESSES
REPRESENT THE ROCK
     STAR CULTURE?
most professionals- doctors, lawyers,
architects, academics, consultants, etc.
A really bad caricature of the ‘Rock Star’...
D’oh!
(Sorry, this slide contained a videclip.)
“Miles Finch” clip from Elf
Rock Bands, Guitar Heroes And Management Theory
are in charge of their own destinies (they
choose the projects they want to work on)
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
exist to help to the organization / the
organization exists to help achieve his/her
purpose
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
exist to help to the organization / the
organization exists to help achieve his/her
purpose
tend to give up a job when they are a total
master of it
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
exist to help to the organization / the
organization exists to help achieve his/her
purpose
tend to give up a job when they are a total
master of it
resent attempts by organizations to plan their
futures
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
exist to help to the organization / the
organization exists to help achieve his/her
purpose
tend to give up a job when they are a total
master of it
resent attempts by organizations to plan their
futures
value personal freedom above all else
are in charge of their own destinies (they
choose the projects they want to work on)
are valued for their expertise, and can often
command a premium for that expertise
exist to help to the organization / the
organization exists to help achieve his/her
purpose
tend to give up a job when they are a total
master of it
resent attempts by organizations to plan their
futures
value personal freedom above all else
want to personally make a difference in the
world (but aren’t sure how)
“this is the culture preferred by professionals. They can preserve their
identity and their own freedom feeling owned by on.”
NESSES
expertise can lead to poisonous,
idealogical wars among its
professionals




                 NESSES
expertise can lead to poisonous,
idealogical wars among its
professionals
many Rock Stars are also divas
(and difficult to work with)




                 NESSES
expertise can lead to poisonous,
idealogical wars among its
professionals
many Rock Stars are also divas
(and difficult to work with)
prone to conflict when others don’t
see things their way




                 NESSES
expertise can lead to poisonous,
idealogical wars among its
professionals
many Rock Stars are also divas
(and difficult to work with)
prone to conflict when others don’t
see things their way
difficult to influence or change




                  NESSES
expertise can lead to poisonous,
idealogical wars among its
professionals
many Rock Stars are also divas
(and difficult to work with)
prone to conflict when others don’t
see things their way
difficult to influence or change
difficult to manage



                  NESSES
Rock Bands, Guitar Heroes And Management Theory
THE RELATIONSHIP BETWEEN THE
ROCK BAND AND THE ROCK STAR...
EXPERIENCE




             Rock Bands                 Rock Stars
             I’m really excited by     Do I want to do this?
                   this idea!        How will this help me grow?
Page / Plant
                            Lennon / McCartney
                               Morrissey / Marr
                                 Bono / The Edge
                              Gilbert & Sullivan
                         George & Ira Gershwin
                                 Richards/Jagger.
                           StevenTyler/Joe Perry

THE DUO?             Rodgers and Hammerstein
                   Roger Waters/David Gilmour
                     Burt Bacharach/Hal David
                 Thom Yorke/Johnny Greenwood
                          Glenn Fry/Don Henley
              Stevie Nicks/Lindsey Buckingham
                           Ann & Nancy Wilson
           Chris & Rich Robinson (Black Crows)
                        Jerry Garcia/Bob Hunter
                     Rick Nielsen/Robin Zander
Rock Bands, Guitar Heroes And Management Theory
Rock Bands, Guitar Heroes And Management Theory
“Which culture am I?”
Qu estion #1
    What do you do
     for a living?

       “I work for X”

 “I work with Y company
     or organization”

  “I am in [marketing],
    with W. company”

 “I am a [developer]” or
 “I [design Web sites]”
Qu estion #1
    What do you do
     for a living?

       “I work for X”      frontman

 “I work with Y company
     or organization”

  “I am in [marketing],
    with W. company”

 “I am a [developer]” or
 “I [design Web sites]”
Qu estion #1
             What do you do
              for a living?

                “I work for X”      frontman

orchestra
          “I work with Y company
              or organization”

           “I am in [marketing],
             with W. company”

          “I am a [developer]” or
          “I [design Web sites]”
Qu estion #1
             What do you do
              for a living?

                “I work for X”      frontman

orchestra
          “I work with Y company
              or organization”

           “I am in [marketing], rock band
             with W. company”

          “I am a [developer]” or
          “I [design Web sites]”
Qu estion #1
             What do you do
              for a living?

                “I work for X”      frontman

orchestra
          “I work with Y company
              or organization”

           “I am in [marketing], rock band
             with W. company”

          “I am a [developer]” or
rock star “I [design Web sites]”
CLARIFICATION:
     This is a diagnostic tool, for
     understanding organizations

Many organizations exhibit all cultures

     Organizations will have one
         dominant culture.

This is a helpful tool to understand and
    navigate between these groups
APPLICATION
   Let’s mix and match...
quot;How do I manage a maverick employee?quot;
         quot;How do we prevent attrition following a merger & acquisition?quot;
                      “Why are my boss and I always at odds?quot;
          quot;How do I manipulate that VP who is in the way of this project?quot;
         quot;Why am I so unhappy in this position-- I thought I'd be happier...quot;
                           quot;What is the ideal job for me?quot;
              “Why did our company look outside for the new CEO?”
     “Can we grow our creative group without losing what makes us special?”
           “How do we balance a focus on optimization and innovation?”
 “I though hiring that [rock star] would give our small agency a creative kick in the
                           pants-- why did this backfire?”
      “How can our large enterprise company support entrepreneurial ideas?”
          “How do you manage the creative process? (and control costs)”
“How does a corporate company like ours attract top leaders in the industry? How do
                               we retain them?”
“Why does someone who is a high-performer in one company, do poorly elsewhere?”
what happens to visionaries inside
    corporate organizations?
D’oh!
(Sorry, this slide contained a videclip.)
Video clip from The Pixar Story (documentary)
commenting on John Lasseter’s days at Disney in the 70’s
YOUR TURN!
0.
                                                                       . The company had 60+
When I was at Yahoo!, I was head of practice development for design
                                                                   job was to look at each of
product teams, each operating as a little business of its own. My
                                                                     ition, and try to find best
these product groups, many of whom were acquired through acquis
                                                                  on how Yahoo could use
practices. And then use those learnings to shape a perspective
design at a corporate level in order to compete more effectively.




   D’oh!
                                                                    60+ product groups doing
A lot of this work was predicated on the (well founded) belief that
                                                                        of the practices of those
things differently wasn’t very efficient. Perhaps we could take some
                                                                       p core processes that
product groups that were most innovative, and use those to develo
                                                                    different products these
would help the whole company. So I went around looking at the
                                                                      ed how they worked
groups were creating. I studied the artifacts they made and observ
                                                                       g things with them. I divided
together. And I participated in their culture, sometimes even makin
                                                                          keeping up.
them into quartiles, those doing really innovative work to those barely
   you had to be there!
Well, after studying these groups, I found some surprising things
                                                                  . First, that the groups doing
                                                                         groups. And they didn’t
the most innovative work weren’t necessarily the biggest, best funded
                                                                      ence product designers,
     Attendees were given case studies for small group discussion.
necessarily tend to be the ones staffed by the “best” or most experi
                                                                    be much useful knowledge to
engineers, and managers. I also learned that there didn’t tend to
                                                                     groups would actually use
be abstracted about the processes they used. Two or three or six
                                                                   one didn’t tend to work for
very similar processes, but to different results. What worked for
 another.

                                                                      ssful groups was that they
 But one of the most important similarities I saw in the most succe
                                                                     sake of winning people over to
 tended to share a lot. Not to market their ideas internally for the
                                                                       But being excited about
 their point of view. Not getting people onboard with their agenda.
                                                                           relationships with other
 their work, and talking about it. That talking about it tended to create
                                                                        It exposed people to ideas
 people that made them more efficient in accomplishing their work.
FOR EACH:
1.Identify the work
  culture(s) involved
2.Identify the source of
  the conflict
3.What would you do in
  this situation?
LESSONS:
Rock Bands, Guitar Heroes And Management Theory
1. One size fits all management is absurd
1. One size fits all management is absurd
   •   different people
1. One size fits all management is absurd
   •   different people
   •   different contexts
1. One size fits all management is absurd
   •   different people
   •   different contexts
2. Understanding organizational cultures is a good
   framework for thinking through issues
1. One size fits all management is absurd
   •   different people
   •   different contexts
2. Understanding organizational cultures is a good
   framework for thinking through issues
3. Big business needs help with innovation
1. One size fits all management is absurd
   •   different people
   •   different contexts
2. Understanding organizational cultures is a good
   framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for
   creating breakthrough innovations
1. One size fits all management is absurd
   •   different people
   •   different contexts
2. Understanding organizational cultures is a good
   framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for
   creating breakthrough innovations
5. These role based cultures need to understand
   and how to attract and embrace entrepreneurs,
   creative teams, and rock stars (people who don’t
   slot into defined roles)
1. One size fits all management is absurd
   •   different people
   •   different contexts
2. Understanding organizational cultures is a good
   framework for thinking through issues
3. Big business needs help with innovation
4. The role based culture is not appropriate for
   creating breakthrough innovations
5. These role based cultures need to understand
   and how to attract and embrace entrepreneurs,
   creative teams, and rock stars (people who don’t
   slot into defined roles)
6. These innovators in turn need to value the role
   of maintenance and execution
7.
Common to all these cultures is
the importance of having a
shared belief system-- something
everyone believes in!
http://www.poetpainter.com/thoughts/article/why-i-am-not-a-manager




        VISION

        MANTRA

        MISSION

SHARED SENSE OF PURPOSE

     RAISON D’ETRE

   STRATEGIC INTENT

         BHAG

“PUT A MAN ON THE MOON”
Stephen P. Anderson
           www.poetpainter.com
   www.slideshare.net/stephenpa
Stephen P. Anderson
           www.poetpainter.com
   www.slideshare.net/stephenpa

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  • 3. STEPHEN P. ANDERSON poetpainter.com V.P. of Product Strategy & Design viewZi
  • 4. I WORK WITH A GREAT TEAM AT VIEWZI...
  • 7. Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
  • 8. Q uestion #1 What do you do for a living?
  • 9. Qu estion #2 Are you experiencing conflict or dissatisfaction at your work?
  • 12. me, c. 1990 me, c. 1994
  • 13. George Lucas Gene Roddenberry
  • 17. Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.
  • 18. THE PROBLEM WITH MOST MANAGEMENT THEORIES: they treat all people the same...!
  • 19. Is Apple onto something that other companies aren’t?
  • 20. Over the past 100 years, management theory has followed a smooth trajectory, from enslavement to empowerment. “Google-ism?” Taylorism
  • 21. Jobs, by contrast, is a notorious micromanager... At most companies, the red-faced, tyrannical boss is an outdated archetype...
  • 23. The simple, obvious truth is that both Apple and Google have atypical strategies and cultures, and both companies have achieved atypical results. Imagine that.
  • 24. Different personalities Different strengths (and weaknesses) Different needs Different businesses Different customers + Different partners =
  • 25. Different personalities Different strengths (and weaknesses) Different needs Different businesses Different customers + Different partners = Differen t work cultures!
  • 27. 4 WORK CULTURES: As we go through this, ask yourself “Which culture am I working in?” “Which culture do I work best in?”
  • 30. THE FRONTMAN “power”
  • 31. THE FRONTMAN “power”
  • 33. In October of 1994, Grohl scheduled studio time, again at Robert Lang's Studio, and quickly n recorded a fifteen-track demo. With the exceptio of a single guitar part on quot;X-Staticquot; played by Greg Dulli of the Afghan Whigs, Grohl performed Dave
Grohl all of the instruments himself... Grohl's demo was given a professional The “Frontman” mix...and was released in July of 1995 as the Foo Fighters' debut album.
  • 35. In the midst of the initial sessions for the Foo Fighters' second album, tension emerged between Grohl and Goldsmith. According to Goldsmith, Dave
Grohl quot;Dave had me do 96 takes of one song, and I had to do thirteen hours' worth of takes on another one. ... It just seemed that everything I did The “Frontman” wasn't good enough for him, or anyone else.quot;
  • 36. WHAT BUSINESSES REPRESENT THE FRONTMAN CULTURE?
  • 37. typical of small companies & startups, but...
  • 40. Jobs, by contrast, is a notorious micromanager. No product escapes Cupertino without meeting Jobs' exacting standards, which are said to cover such esoteric details as the number of screws on the bottom of a laptop and the curve of a monitor's corners. quot;He would scrutinize everything, down to the pixel level,quot; says Cordell Ratzlaff, a former manager charged with creating the OS X interface. FRONTMEN? (AND WOMAN)
  • 44. George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that. -Henry Gilroy, Story Editor/Writer
  • 45. George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that. -Henry Gilroy, Story Editor/Writer ...we had no idea how often we'd see George or how heavily he'd be involved... He's spent a lot of time with us and we've gotten to know him pretty well. He's great to work with. We're learning, really learning, a lot. I've never worked for somebody who's made me think outside of the box. That's the only way to accomplish the amazing things that need to be done on this show. -Catherine Winder, Producer
  • 48. quot;What separates us from other camera companies is that the vision guy is the decisionmaker... That was one of my biggest advantages at Oakley, and it's the same at Red—I'm in the trenches, in the product development, and I make the final call. Red is a benevolent dictatorship.quot; -Jim Jannard
  • 50. the boss is the one with the vision, (you execute on that vision)
  • 51. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know”
  • 52. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly
  • 53. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do
  • 54. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis)
  • 55. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct
  • 56. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct cheap to run - low admin costs
  • 57. the boss is the one with the vision, (you execute on that vision) It’s about “Who you know” decisions are made quickly decision making = imitating what the boss would do you learn by trial and error (not analysis) decision making is more often on instinct cheap to run - low admin costs the Media loves this archetype
  • 59. succession is a problem NESSES
  • 60. succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) NESSES
  • 61. succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous NESSES
  • 62. succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous Frontmen tend to frequently change priorities and focus NESSES
  • 63. succession is a problem quality of decisions is dependent on the frontman (and their immediate circle) disagreements with the Frontman can be disastrous Frontmen tend to frequently change priorities and focus It’s difficult to influence the Frontman, but s/he will be influenced by external peers NESSES
  • 64. “clubs of like-minded people introduced by like minded people”
  • 67. THE ORCHESTRA “role”
  • 68. THE ORCHESTRA “role”
  • 70. WHAT BUSINESSES REPRESENT THE ORCHESTRA CULTURE?
  • 73. D’oh! (Sorry, this slide contained a videclip.) “Cogs in the machine” clip from The Incredibles.
  • 79. values order, rules, reason working your way to the top is a goal
  • 80. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged
  • 81. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource”
  • 82. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top)
  • 83. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical
  • 84. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical training is encouraged (to mold different types of people)
  • 85. values order, rules, reason working your way to the top is a goal stability & predictability are encouraged people truly are a “human resource” power is hierarchical (and defined at the top) decision making is highly analytical training is encouraged (to mold different types of people) authority comes from your title/role
  • 87. inability to respond to change NESSES
  • 88. inability to respond to change tendency to be overly bureaucratic and inefficient NESSES
  • 89. inability to respond to change tendency to be overly bureaucratic and inefficient not good at inventing or innovating NESSES
  • 91. great family good benefits stability leave at 5 clear separation of work/life you know what’s expected of you chance to move around within the organization access to resources (professionally & personally) big budgets
  • 92. “excellent, when one can assume tomorrow will be like yesterday”
  • 95. THE ROCK BAND “task”
  • 96. THE ROCK BAND “task”
  • 100. D’oh! (Sorry, this slide contained a videclip.) “Dueling Guitars” clip from August Rush
  • 101. WHAT BUSINESSES REPRESENT THE ROCK BAND CULTURE?
  • 102. theater groups design agencies improv groups agile teams MOST CREATIVE TEAMS advertising agencies screenwriters consultancies
  • 105. concerned with the continuous and successful solution of problems
  • 106. concerned with the continuous and successful solution of problems performance = results
  • 107. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)
  • 108. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff
  • 109. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive
  • 110. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble
  • 111. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble variety (not predictability fuels this group
  • 112. concerned with the continuous and successful solution of problems performance = results culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner) good environment - if you know your stuff you need talent, creativity to thrive desire to help, rather than exploit when in trouble variety (not predictability fuels this group work well, when venturing into new situations
  • 113. NESSES
  • 114. often have a short life span NESSES
  • 115. often have a short life span excessive independence can lead to irresponsibility NESSES
  • 116. often have a short life span excessive independence can lead to irresponsibility repetition = death (bored by certainty) NESSES
  • 117. often have a short life span excessive independence can lead to irresponsibility repetition = death (bored by certainty) often very expensive to run NESSES
  • 118. “ask [this group] to manufacture pencils they will invent the best (or most expensive?) pencil known, or disrupt the process, or depart”
  • 119. “Problem solving is a fine method of influence inside the task culture, but to influence another culture you have to play its games.”
  • 120. “If I knew the answer to the problem before we started, I wouldn’t take on the project...”
  • 121. D’oh! (Sorry, this slide contained a videclip.) Series of clips from The Pixar Story (documentary) commenting on various aspects of a rock band culture
  • 122. OPPORTUNITY FOCUS Innovation! Revenue through Efficiency! PRIORITY new lines or higher margins Revenue through cost savings OPERATIONS FOCUS TIME Business Maturity Cycle
  • 125. THE ROCK STARS “individuals”
  • 126. THE ROCK STARS “individuals”
  • 129. THE SMITHS ELECTRONIC THE THE MODEST MOUSE THE CRIBS JOHNNY MARR AND THE HEALERS
  • 130. session musician and writing collaborator for artists including THE SMITHS Billy Bragg Bryan Ferry Talking Heads ELECTRONIC Pet Shop Boys Banderas Kirsty MacColl THE THE Moodswings K-Klass Electrafixion MODEST M People Beck Tom Jones MOUSE Bert Jansch Neil Finn Oasis THE CRIBS Beth Orton The Charlatans Pearl Jam JOHNNY Quando Quango Karl Bartos MARR AND Lisa Germano Jane Birkin THE HEALERS Transit Kings Crowded House Girls Aloud The Pretenders Black Grape
  • 131. WHAT BUSINESSES REPRESENT THE ROCK STAR CULTURE?
  • 132. most professionals- doctors, lawyers, architects, academics, consultants, etc.
  • 133. A really bad caricature of the ‘Rock Star’...
  • 134. D’oh! (Sorry, this slide contained a videclip.) “Miles Finch” clip from Elf
  • 136. are in charge of their own destinies (they choose the projects they want to work on)
  • 137. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise
  • 138. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose
  • 139. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it
  • 140. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures
  • 141. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures value personal freedom above all else
  • 142. are in charge of their own destinies (they choose the projects they want to work on) are valued for their expertise, and can often command a premium for that expertise exist to help to the organization / the organization exists to help achieve his/her purpose tend to give up a job when they are a total master of it resent attempts by organizations to plan their futures value personal freedom above all else want to personally make a difference in the world (but aren’t sure how)
  • 143. “this is the culture preferred by professionals. They can preserve their identity and their own freedom feeling owned by on.”
  • 144. NESSES
  • 145. expertise can lead to poisonous, idealogical wars among its professionals NESSES
  • 146. expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) NESSES
  • 147. expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way NESSES
  • 148. expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way difficult to influence or change NESSES
  • 149. expertise can lead to poisonous, idealogical wars among its professionals many Rock Stars are also divas (and difficult to work with) prone to conflict when others don’t see things their way difficult to influence or change difficult to manage NESSES
  • 151. THE RELATIONSHIP BETWEEN THE ROCK BAND AND THE ROCK STAR... EXPERIENCE Rock Bands Rock Stars I’m really excited by Do I want to do this? this idea! How will this help me grow?
  • 152. Page / Plant Lennon / McCartney Morrissey / Marr Bono / The Edge Gilbert & Sullivan George & Ira Gershwin Richards/Jagger. StevenTyler/Joe Perry THE DUO? Rodgers and Hammerstein Roger Waters/David Gilmour Burt Bacharach/Hal David Thom Yorke/Johnny Greenwood Glenn Fry/Don Henley Stevie Nicks/Lindsey Buckingham Ann & Nancy Wilson Chris & Rich Robinson (Black Crows) Jerry Garcia/Bob Hunter Rick Nielsen/Robin Zander
  • 156. Qu estion #1 What do you do for a living? “I work for X” “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
  • 157. Qu estion #1 What do you do for a living? “I work for X” frontman “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
  • 158. Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], with W. company” “I am a [developer]” or “I [design Web sites]”
  • 159. Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], rock band with W. company” “I am a [developer]” or “I [design Web sites]”
  • 160. Qu estion #1 What do you do for a living? “I work for X” frontman orchestra “I work with Y company or organization” “I am in [marketing], rock band with W. company” “I am a [developer]” or rock star “I [design Web sites]”
  • 161. CLARIFICATION: This is a diagnostic tool, for understanding organizations Many organizations exhibit all cultures Organizations will have one dominant culture. This is a helpful tool to understand and navigate between these groups
  • 162. APPLICATION Let’s mix and match...
  • 163. quot;How do I manage a maverick employee?quot; quot;How do we prevent attrition following a merger & acquisition?quot; “Why are my boss and I always at odds?quot; quot;How do I manipulate that VP who is in the way of this project?quot; quot;Why am I so unhappy in this position-- I thought I'd be happier...quot; quot;What is the ideal job for me?quot; “Why did our company look outside for the new CEO?” “Can we grow our creative group without losing what makes us special?” “How do we balance a focus on optimization and innovation?” “I though hiring that [rock star] would give our small agency a creative kick in the pants-- why did this backfire?” “How can our large enterprise company support entrepreneurial ideas?” “How do you manage the creative process? (and control costs)” “How does a corporate company like ours attract top leaders in the industry? How do we retain them?” “Why does someone who is a high-performer in one company, do poorly elsewhere?”
  • 164. what happens to visionaries inside corporate organizations?
  • 165. D’oh! (Sorry, this slide contained a videclip.) Video clip from The Pixar Story (documentary) commenting on John Lasseter’s days at Disney in the 70’s
  • 167. 0. . The company had 60+ When I was at Yahoo!, I was head of practice development for design job was to look at each of product teams, each operating as a little business of its own. My ition, and try to find best these product groups, many of whom were acquired through acquis on how Yahoo could use practices. And then use those learnings to shape a perspective design at a corporate level in order to compete more effectively. D’oh! 60+ product groups doing A lot of this work was predicated on the (well founded) belief that of the practices of those things differently wasn’t very efficient. Perhaps we could take some p core processes that product groups that were most innovative, and use those to develo different products these would help the whole company. So I went around looking at the ed how they worked groups were creating. I studied the artifacts they made and observ g things with them. I divided together. And I participated in their culture, sometimes even makin keeping up. them into quartiles, those doing really innovative work to those barely you had to be there! Well, after studying these groups, I found some surprising things . First, that the groups doing groups. And they didn’t the most innovative work weren’t necessarily the biggest, best funded ence product designers, Attendees were given case studies for small group discussion. necessarily tend to be the ones staffed by the “best” or most experi be much useful knowledge to engineers, and managers. I also learned that there didn’t tend to groups would actually use be abstracted about the processes they used. Two or three or six one didn’t tend to work for very similar processes, but to different results. What worked for another. ssful groups was that they But one of the most important similarities I saw in the most succe sake of winning people over to tended to share a lot. Not to market their ideas internally for the But being excited about their point of view. Not getting people onboard with their agenda. relationships with other their work, and talking about it. That talking about it tended to create It exposed people to ideas people that made them more efficient in accomplishing their work.
  • 168. FOR EACH: 1.Identify the work culture(s) involved 2.Identify the source of the conflict 3.What would you do in this situation?
  • 171. 1. One size fits all management is absurd
  • 172. 1. One size fits all management is absurd • different people
  • 173. 1. One size fits all management is absurd • different people • different contexts
  • 174. 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues
  • 175. 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation
  • 176. 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations
  • 177. 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations 5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)
  • 178. 1. One size fits all management is absurd • different people • different contexts 2. Understanding organizational cultures is a good framework for thinking through issues 3. Big business needs help with innovation 4. The role based culture is not appropriate for creating breakthrough innovations 5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles) 6. These innovators in turn need to value the role of maintenance and execution
  • 179. 7. Common to all these cultures is the importance of having a shared belief system-- something everyone believes in!
  • 180. http://www.poetpainter.com/thoughts/article/why-i-am-not-a-manager VISION MANTRA MISSION SHARED SENSE OF PURPOSE RAISON D’ETRE STRATEGIC INTENT BHAG “PUT A MAN ON THE MOON”
  • 181. Stephen P. Anderson www.poetpainter.com www.slideshare.net/stephenpa
  • 182. Stephen P. Anderson www.poetpainter.com www.slideshare.net/stephenpa