who is building the institutions of the twenty-first century?

who is building the institutionsof the twenty-first century ?

POST*SHIFT LEE BRYANT

very old, successful firms rarely had one-dimensional goals

is business only about capital accumulation ?

are there also other ways to create and measure value?

short-termism: managers vs shareholders in public firms

finance was once a service to business; but now owns it

startups: a new way or just a financial product?

unicorn hunting: too many startups internalise VC goals

acqui-hires and sunsetting

2008 Personal annual report for Lee Bryant

GenevaFeb 05 to Feb 08

SevillaFeb 26 to Feb 28

MunichMay 28

BostonJun 08 to Jun 13

CopenhagenJun 25 to Jun 27

BerlinOct 20 to Oct 23

FrankfurtNov 11 to Nov 12

ParisDec 09 to Dec 10

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

In 2008, you mostly coincided with:

Henriette in Geneva, Copenhagen and Lisbon

Pedroin Geneva, Copenhagen and Setúbal

Stowein Copenhagen, Lisbon and Berlin

Colinincluding Geneva and Copenhagen

Thomasincluding Geneva and Copenhagen

You took 12 trips in 2008, which added up to 29,416 km or 8% of the distance to the moon.

In 2008, you spent

319 47You have 177 travellers in your network. They travelled a total of 9,538,128 km in 2008, and everyone on Dopplr travelled a total of 1331.4 million km or 8.9 AU in 2008: the approximate distance to Saturn from the Earth as of January 2009.

Your personal velocity for 2008 was 3.36 km/h, which is about the same as a duck.

The 5 most popular cities in your network are London, New York, San Francisco, Milan and Paris.

The furthest distance you travelled was to Boston (5,269 km from London), which is the 9th most popular city on Dopplr. The shortest distance you travelled was to Brighton (76 km from London), which is the 70th most popular city on Dopplr.

You spent the longest in Blato. Your carbon for 2008

3,607 kg CO2Based on figures from Fueleconomy.gov, 1 x Hummer H3 4WD truck produces nearly 10 metric tonnes of CO2 a year. The visualisation above uses this figure to illustrate your carbon from Dopplr as calculated by our friends at http://amee.cc and is an approximation only.

The city images above sourced from Flickr and are used under a Creative Commons Attribution Licence: Going to the Park by Alexandre Duarte, Alcazar relief by chantrybee, BMW - Welt by digital cat _, Sunset on the Charles by Pear Biter, c.f.hansen, christiansborg palace church, copenhagen, 1810-1826 by seier+seier+seier, we'll meet again by chaosinjune, Telephone Booth by maha-online and Paris Old Metro Signboard by pedrosimoes7.

you don’t need to lose your purpose to scale and grow

why so little innovation around org design ?

many problems begin with the org chart

too much focus on appearances vs real value creation

Coase’s transaction costs thesis: reality is less rational

Microsoft’s failed stack-ranking management system

even Google suffers the middle management problem

after all, if you have a money tree, what else matters?

org design, structure and culture are key to building C21st orgs

social business technology: necessary but not sufficient

more interesting: the new affordances it brings into play

we already have many alternatives to simple hierarchies

“The centre is tired"

photo: @honorharger

“speed, trust, scalability. tangible, epic goals”

photo: @georgejulian

“Collective intelligence is the way to crack problems”

photo: @honorharger

“creating wealth for society through solidarity”

photo: @georgejulian

Haier: from state industry to agile market leader

Kyocera: de-centralised ‘amoeba management’

Morning Star: efficiency through self-management

Valve: no management required

white goods, old tech, agriculture & gaming - anyone can do it

but must startups mimic corporates when they ‘grow up’ ?

five areas where these guys could learn something…

planning and project management: agile, open, flexible

working in the open: shared as the default setting

devops: automate and monitor *all the things*

the wiki way: if you see a problem, fix it

role- and task-focus, not management by entitlement

let’s create the new institutions

institutions codify and give longevity to ideas

what might post-C20th organisations look like?

fractal structures are more resilient at scale than hierarchy

how do we get there from here?

this is not your consultant’s ‘change programme’

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