Designing Better Organisations

Transcript

1. DESIGN LEADERSHIP 2020 MAY 2020 Iain Barker
 Co-founder & Director, Meld Studios
 Designing better organisations
2. DESIGN LEADERSHIP 2020 MAY 2020 Iain Barker
 Co-founder & Director, Meld Studios
 Designing better organisations
3. OPTIMIST
4. OPTIMIST PRAGMATIST
5. OPTIMIST PRAGMATIST OPPORTUNIST
6. 1) THE DIRECTION OF THINGS 2) OUR MOMENT OF CRISIS A TALK IN THREE PARTS
7. 1) THE DIRECTION OF THINGS 2) OUR MOMENT OF CRISIS A TALK IN THREE PARTS
8. INCENTIVES DRIVE BEHAVIOUR
9. “…businesses continually set up incentive schemes and talk of being committed to the best interests of their customers, yet incentivise their employees to sell. It’s an ethical trap…and it is almost impossible for rational employees not to sell.” PETER COLLINS – DIRECTOR OF THE CENTRE FOR ETHICAL LEADERSHIP
10. HUMAN-CENTRED DESIGN IS EMPTY RHETORIC IF IT IS NOT SUPPORTED BY THE ORGANISATION’S
11. 11 IMAGE SOURCE: THE AUSTRALIAN
12. “We now see on display at the royal commission the bitter fruits of a focus on shareholder primacy. A challenge to the prevailing orthodoxy is long overdue.” DR SIMON LONGSTAFF – EXECUTIVE DIRECTOR, THE ETHICS CENTRE IMAGE SOURCE: THE AUSTRALIAN
13. “A realisation is beginning that for companies to be successful they have to have a broader purpose than just making profits in the short term.” DAVID GONSKI – ANZ BANK CHAIRMAN IMAGE SOURCE: THE AUSTRALIAN
14. “Had we been more concerned about the customer circumstance, had we been running the business - all of us - in the interests of the customer rather than the profit and loss and the balance sheet, those risk categories [regulatory, compliance and conduct risk] wouldn't have mattered so much.” KEN HENRY – EX-CHAIRMAN, NAB
15. "I fear that many modern politicians have lost sight of the fundamental role of the public service. Its custodianship of the long-term policy agenda has been eroded by short-term thinking…” JENNIFER WESTACOTT – CEO, THE BUSINESS COUNCIL OF AUSTRALIA IMAGE SOURCE: THE AUSTRALIAN
16. “Profit is not the explanation, cause or rationale of business behaviour and business decisions, but rather the test of their validity.” PETER DRUCKER – MANAGEMENT: TASKS, RESPONSIBILITIES, PRACTICES IMAGE SOURCE: DRUCKER INSTITUTE
17. “Proactively delighting customers earns trust, which earns more business from those customers, even in new business arenas. Take a long-term view, and the interests of customers and shareholders align.” JEFF BEZOS – OPEN LETTER TO SHAREHOLDERS IMAGE SOURCE: PBS.ORG
18. Statement on the Purpose of a Corporation HTTPS://OPPORTUNITY.BUSINESSROUNDTABLE.ORG/OURCOMMITMENT/ We commit to: • Delivering value to our customers. We will further the tradition of American companies leading the way in meeting or exceeding customer expectations. • Investing in our employees. This starts with compensating them fairly and providing important benefits. It also includes supporting them through training and education that help develop new skills for a rapidly changing world. We foster diversity and inclusion, dignity and respect. • Dealing fairly and ethically with our suppliers. We are dedicated to serving as good partners to the other companies, large and small, that help us meet our missions. • Supporting the communities in which we work. We respect the people in our communities and protect the environment by embracing sustainable practices across our businesses. • Generating long-term value for shareholders, who provide the capital that allows companies to invest, grow and innovate. We are committed to transparency and effective engagement with shareholders.
19. Statement on the Purpose of a Corporation HTTPS://OPPORTUNITY.BUSINESSROUNDTABLE.ORG/OURCOMMITMENT/ We commit to: • Delivering value to our customers. We will further the tradition of American companies leading the way in meeting or exceeding customer expectations. • Investing in our employees. This starts with compensating them fairly and providing important benefits. It also includes supporting them through training and education that help develop new skills for a rapidly changing world. We foster diversity and inclusion, dignity and respect. • Dealing fairly and ethically with our suppliers. We are dedicated to serving as good partners to the other companies, large and small, that help us meet our missions. • Supporting the communities in which we work. We respect the people in our communities and protect the environment by embracing sustainable practices across our businesses. • Generating long-term value for shareholders, who provide the capital that allows companies to invest, grow and innovate. We are committed to transparency and effective engagement with shareholders.
20. “The foundational Friedman concept that the sole purpose of business is to maximise value for shareholders has been debunked in a world where business and its role within society is being redefined.” ANDY PENN – CEO, TELSTRA IMAGE SOURCE: COURIER MAIL
21. 1) THE DIRECTION OF THINGS 2) OUR MOMENT OF CRISIS A TALK IN THREE PARTS
22. IMAGE SOURCE: CSIRO
23. “Only a crisis - actual or perceived - produces real change. When that crisis occurs, the actions that are taken depend on the ideas that are lying around. That, I believe, is our basic function: to develop alternatives to existing policies, to keep them alive and available until the politically impossible becomes the politically inevitable.” MILTON FRIEDMAN
24. 1) THE DIRECTION OF THINGS 2) OUR MOMENT OF CRISIS A TALK IN THREE PARTS
25. ACTION 1.
 BE PART OF THE CONVERSATION
26. ACTION 2.
 (RE)DEFINE ORGANISATIONAL PURPOSE
27. WHY DOES THIS ORGANISATION EXIST? 
 WHAT PURPOSE DO WE SERVE FOR OUR CUSTOMERS?
28. ACTION 3.
 LIVE THE PURPOSE
29. HOW DO WE WANT STAFF TO ACT IN SCENARIOS A THROUGH Z? DO STAFF ACT IN A WAY ALIGNED TO OUR PURPOSE?
30. ACTION 4.
 BUILD EMPATHY
31. “Some of the stories make you want to go in a corner and weep and some of the most vulnerable people have been affected.” KATHRYN FAGG – RECENTLY RETIRED FROM RBA IMAGE SOURCE: THE AUSTRALIAN
32. “…we need to really unpick the cultural issues that have got us to this point, where people who in their day-to-day lives would see themselves [as] abiding by a set of moral principles, when at work somehow let those principles slide.” ANN SHERRY – NON-EXECUTIVE DIRECTOR OF NAB IMAGE SOURCE: AICD
34. Characteristics: • Occurs regularly (BAU) • “Natural” interactions • Broad/open in possibility • Active listening • Realistic based on time Examples: • Contextual research • Contact centre visits • Meta insight reports • Eco-system maps • Documentary films
35. ACTION 5.
 SEE THE BIG PICTURE
38. ACTION 6.
 GET STARTED NOW
39. “in moments of crisis, people are willing to hand over a great deal of power to anyone who claims to have a magic cure—whether the crisis is a financial meltdown or, as the Bush administration would later show, a terrorist attack.” NAOMI KLEIN THE SHOCK DOCTRINE: THE RISE OF DISASTER CAPITALISM “the darkest hour is right before the dawn” BOB DYLAN MEET ME IN THE MORNING IMAGE SOURCE: MICHAEL OCHS ARCHIVES/GETTY
40. LET’S HELP BUILD BETTER ORGANISATIONS
41. Iain Barker iain@meldstudios.com.au Thank you