TED演讲稿英文

1、当 工 作 越 来 越 复 杂 ， 给 你6个 简 化 守 则I have spent the last years, trying to resolve two enigmas: why is productivityso disappointing in all the companies where I work? I have worked with more than500 companies. Despite all the tech no logical adva nee-computers, IT, communi cati ons,telecommunications, th

2、e internet.Enigma number two: why is there so little engagement at work? Why dopeople feel so miserable, even actively disengaged? Disengaged theircolleagues. Acting against the interest of their company. Despite all the affiliationevents, the celebration, the people initiatives, the leadership deve

3、lopmentprograms to train managers on how to better motivate their teams.At the beginning, I thought there was a chicken and egg issue: becausepeople are less engaged, they are less productive. Or vice versa, because theyare less productive, we put more pressure and they are less engaged. But as wewe

4、re doing our analysis we realized that there was a common root cause to thesetwo issues that relates, in fact, to the basic pillars of management. The way weorganize is based on two pillars.The hardstructure, processes, systems.The softfeeling, sentiments, interpersonal relationship, traits, persona

5、lity.And whenever a company reorganizes, restructures, reengineers, goesthrough a cultural transformation program, it chooses these two pillars. Now wetry to refine them, we try to combine them. The real issue is-and this is theanswer to the two enigmas-thesepillar are obsolete.Everything you read i

6、n business books is based either two of the other ortheir combine. They are obsolete. How do they work when you try to use theseapproaches in front of the new complexity of business? The hard approach,basically is that you start from strategy, requirement, structure, processes,systems, KPIs, scoreca

7、rds, committees, headquarters, hubs, clusters, you nameit. I forgot all the metrics, incentives, committees, middle offices and interfaces.What happens basically on the left, you have more complexity, the newcomplexity of business. We need quality, cost, reliability, speed. And every timethere is a

8、new requirement, we use the same approach. We create dedicatedstructure processed systems, basically to deal with the new complexity ofbusiness. The hard approach creates just complicatedness in the organization.Lets take an example. An automotive company, the engineering division isa five-dimension

9、al matrix. If you open any cell of the matrix, you find another20-dimensional matrix. You have Mr. Noise, Mr. Petrol Consumption, Mr.Anti-Collision Propertise. For any new requirement, you have a dedicatedfunction in charge of aligning engineers against the new requirement. Whathappens when the new

10、requirement emerges?Some years ago, a new requirement appeared on the marketplace: thelength of the warranty period. So therefore the requirement is repairability,making cars easy to repair. Otherwise when you bring the car to the garage to fixthe light, if you have to remove the engine to access th

11、e lights, the car will have tostay one week in the garage instead of two hours, and the warranty budget willexplode. So, what was the solution using the hard approach? If repairability is therew requirement, the solution is to create a new function, Mr. Repairability. AndMr. Repairability creates th

12、e repairability process. With a repairability scorecard,with a repairability metric and eventually repairability incentive. That came on topof 25 other KPIs. What percentage of these people is variable compensation?Twenty percent at most, divided by 26 KPIs, repairability makes a difference ofpercen

13、t. What difference did it make in their action, their choices to simplify? Zero.But what occurs for zero impact? Mr. Repairability, process, scorecard,evaluation, coordination with the 25 other coordinators to have zero impact. Now,in front of the new complexity of business, the only solution is not

14、 drawing boxes with reporting lines. It isbasically the interplay. How the parts work together. The connection, theinteraction, the synapse. It is not skeleton of boxes, it is the nervous system ofadaptiveness and intelligence. You know, you could call it cooperation, basically.Whenever people coope

15、rate, they use less resources. In everything. You know,the repairability issue is a cooperation problem.When you design cars, please take into account the need of those who willrepair the cars in the after sales garage. When we dontcooperate we need more time, more equipment, more system, more teams

16、. We needwhe n procureme nt, supply cha in, manu facturi ng dont cooperate weneed more stock, more investories, more working capital.Who will pay for that? Shareholder? Customers? No, they will refuse. Sowho is left? The employees, who have to compensate through their superindividual efforts for the

17、 lack of cooperation. Stress, burnout, they areoverwhelmed, accidents. No wonder they disengage.How do the hard and the soft try to foster cooperation?The hard: in banks, when there is problem between the back office and thefront office, they dont cooperate. What is thesolution? They create a middle

18、 office.What happens one years later? Instead of one problem between the backand front, now have to problems. Between the back and the middle and betweenthe middle and the front. Plus I have to pay for the middle office. The hardapproach is unable to foster cooperation. It can only add new boxes, ne

19、w bonesin the skeleton.The soft approach: to make people cooperate, we need to make then likeeach other. Improve interpersonal feelings, the more people laike each other, themore they will cooperate. It is totally worng. It even counterproductive.Look, at home I have two TVs. Why? Precisely not to h

20、ave to cooperate withmy wife. Not to have to impose tradeoffs to my wife. And why I try not to imposetradeoffs to my wife is precisely because I love my wife. If I didnt love mywife, one TV would beenough: you will watch my favorite football game, if you are not happy, how is thebook or the door?The

21、 more we like each other, the more we avoid the real cooperation thatwould strain our relationships by imposing tough tradeoffs. And we go for asecond TV or we escalate the decision above for arbitration.Definitely, these approaches are obsolete. To deal with complexity, toenhance nervous system, we

22、 have created what we call the smart simplicityapproach based on simple rules. Simple rule number one: understand whatothers do. What is their real work? We need go beyond the boxes, the jobdescription, beyond the surface of the container, to understand the real content.Me, designer, if I put a wire

23、 here, I know that it will mean that we will have toremove the engine to access the lights. Second, you need to reinforce integrators.Integrators are not middle office, they are managers, existing managers that youreinforce so that they have power and interest to make others cooperate. Howcan you re

24、inforce your managers as integrators? By removing layers. When thereare too many layers people are too far from the action. Therefore they need KPIs,metrics, they need poor proxies for reality. They dont understand reality andthey add the complicatedness of metrics, KPIs. By removing rulesthe bigger

25、we are, the more we needintegrators, therefore the less rules we must have, to givediscreti onary power to man agers. And we do the oppositethebigger we are, the more rules we create. And we end up with the EncyclopediaBritannica of rules. You need to increase the quanitity of power so that you cane

26、mpower everybody to use their judgment, their intelligence. You must give morecards to people so that they have the critical mass of cards to take the risk tocooperate, to move out of insulation. Otherwise, they will withdraw. They willdisengage. These rules, they come from game theory and organizat

27、ionalsociology. You can increase the shadow of the future. Create feedback loops thatexpose people to the consequences of their actions. This is what the automotivecompany did when they saw that Mr. Repairability had no impact. They said thedesign engineers: now, in the three years, when the new car

28、 is launched onthe market, you will move to the after sales network, and become in charge of thewarranty budget, and if the warranty budget explodes, it will explode in your face.Much more powerful than percent variable compensation. You need also toincrease reciprocity, by removing the buffers that

29、 make us self-sufficient. Whenyou remove these buffers, you hold me by the nose, I hold you by the ear. We willcooperate. Remove the second TV. There are many second TVs at work that dont create value,they just provide dysfunctional selfsufficiency.You need to reward those who cooperate and blame those who dontcooperate. The CEO of The Lego Group, JK, has a great way to use it. He say,blame is not for failure, it is for failing to help or ask for help. It changes everything.Sudden