Yves Morieux: As work gets more complex, 6 rules to simplify - Summary Points

http://www.ted.com/talks/yves_morieux_as_work_gets_more_complex_6_rules_to_simplify.ht
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The summary of it is that there are two enigmas of (1) why is productivity so disappointing
in all organization despites technological advances? And (2) why is there so little
engagement at work? Why are people miserable at work or even actively disengage?
Disengaging their colleagues, acting against the interest of the organization despite all the
affiliation events, the people initiatives, celebration, leadership development to train
managers on how to better motivate the team?
All organizations go after the two pillars of management: (1) Hard: structure, processes,
systems, metric, etc.; (2) Soft: Feelings, interpersonal relationships, traits, etc.; or some
combination of the two.
We still need structure process, systems, and metrics and continue to celebrate, train,
focus on people. We also need to do more to make it simpler and transparent. Please do not
take what he says literally. This assumes that the companies have performance
management in place already. Per Yves, we create more value with lower cost. We must
simultaneously improve performance and satisfaction at work because we have removed the
common root cause of disengagement and low productivity.
Given that, these are the 6 Simple Rules for Smart Simplicity (these are the speakers
words):
(1) Understand what others do what is their real work? We need to beyond the boxes,
the job descriptions, beyond the surface of the containers to understand the real
content.
(2) Reinforce integrators Integrators are not middle office; they are managers, existing
managers who we reinforce, so that they have power and interest to make others
cooperate.
How do we reinforce your managers as integrators? By removing layers. When there
are too many layers, people are too far from the action to understand reality.
The bigger the organization, the more we need integrators; therefore, the less rules
we must have to give discretionary power to managers.
(3) Increase total quantity of power so that you can empower everybody to use their
judgment, their intelligence. We must give more cards to people so that they have the
critical mass of cards to take the risk to cooperate, to move out of insulation. Otherwise,
they will withdraw, they will disengage. (from game theory and organizational sociology)
(4) Extend the Shadow of the Future create a feedback loops that expose people to
the consequence of their actions. [Example: School Support Field representatives
(Program Specialist, Specialists, SESCAs rotation concept) are also responsible for
managing rotational customer service support.]
(5) Increase reciprocity by removing the buffers that make us self-sufficient. When we
remove these buffers, we will cooperate. In an organization, we have many that dont
create value and just provide dysfunctional self-sufficiency.
(6) Reward those who cooperate and blame those who do not cooperate. The CEO of
Lego says blame is not for failure, it is for failing to help or ask for help. It becomes in
my interest to be transparent on my real weaknesses, my real forecast, because I know I

will not be blamed if I fail, but if I fail to help or ask for help. Implications are on
organizational design we look at the Interplay.

6 Simple Rules for Smart Simplicity:

(1) Understand what others do what is
their real work? We need to beyond the
boxes, the job descriptions, beyond the
surface of the containers to understand
the real content.
(2) Reinforce integrators Integrators are
not middle office; they are managers,
existing managers who we reinforce, so
that they have power and interest to
make others cooperate.
How do we reinforce your managers
as integrators? By removing layers.
When there are too many layers,
people are too far from the action to
understand reality.
The bigger the organization, the more
we need integrators; therefore, the
less rules we must have to give
discretionary power to managers.
(3) Increase total quantity of power so
that you can empower everybody to use
their judgment, their intelligence. We
must give more cards to people so that
they have the critical mass of cards to
take the risk to cooperate, to move out of
insulation. Otherwise, they will withdraw,
they will disengage. (from game theory
and organizational sociology)
(4) Extend the Shadow of the Future
create a feedback loops that expose
people to the consequence of their
actions.
(5) Increase reciprocity by removing the
buffers that make us self-sufficient.
When we remove these buffers, we will
cooperate. In an organization, we have
many that dont create value and just
provide dysfunctional self-sufficiency.

Implication on our Customer

Support/Call Center

Identify integrators and make their roles

clearer.

Example: School Support Field

representatives (Program Specialist,
Specialists, SESCAs rotation concept) are
also responsible for managing rotational
customer service support.

6 Simple Rules for Smart Simplicity:

(6) Reward those who cooperate and
blame those who do not cooperate. The
CEO of Lego says blame is not for failure,
it is for failing to help or ask for help. It
becomes in my interest to be transparent
on my real weaknesses, my real forecast,
because I know I will not be blamed if I
fail, but if I fail to help or ask for help.
Implications are on organizational design
we look at the Interplay.

Implication on our Customer

Support/Call Center