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Thompson Linda Robinson Kimberly Walker Amy

Martin Ruth Jones Susan Garcia Gary

Thanks for great lessons Mr Peter

I am be gladed to listen this conversation.

@45:30 end-to-end-jobs: Volvo Kalmar showed that instead of an assembly line you can teamassemble cars.

harvard mandarin is a dud

GE is a leader in engineered obsolescence, which is bad for people, and bad for the earth. Let’s not idolize the evil people who knowingly advocates for this (Kevin Nolan).

I agree with Peter - the self-limiting beliefs question is central and definitely a 'first beer' conversation. If you were going to have a second beer I would recommend recognising the natural, potent role that founders and their successors play in shaping an organisation or a field of thinking. In that I would recommend Tom Nixon's book "Working with Source" - it powerfully unpacks the influence of founders (both positive and negative). We often laud the benefits of founders/ thinkers intellect and rightly so - but how have their limits, their own world views, their backgrounds emphasised certain parts and left out other parts that might be important. These are less thought about but just as important. Exploring self-limiting beliefs is a productive way to think about this. Tom Nixon recommends the 'source' of business/thinking to reflect and examine their own histories and then re-audit their work to ensure these blind spots and biases are addressed. Hard work but productive

I have spoken to multiple crowds about the fantastic principles behind Buurtzorg, and still today in 2024 there are those who believe this is just a fantasy - that it does not exist - a company can't be run this way. Maybe it is luck or a pipedream, but I will not stop advocating for this way of thinking :).

what a great idea!

Can we please stop talking about front-lines and trenches? Organizations are not war zones. Decentralization means that the periphery runes the business. Period.

Yes it can happen quickly.

This was so insightful 🎉

“We don’t need leadership we need mothership” Yes more of that in our world - nurture, intuition, reflective, collaboration, empathy, listening, committed and fierce love.

Great to hear Amy’s insights, though it would even more valuable if the interviewers would talk less and listen more

This is a superb video. Rumelt has had a really positive influence on my approach to strategic planning and it is a great pleasure to hear this dialog played out

Words of wisdom indeed, quite a gentleman. Showing weakness and humility, he deserves a huge respect. It is a shame this channel has so few followers and this is not viewed many more times.

So far it’s failed when tried before. Not sure why people even still talk about this management philosophy

greate , but we should to do instead, like i have 11 years experience in public relations but i do not have study degree and i was a little bit successful in my career , now i want to migrant to Australia or Canada but maybe the will ask me about the fucking degree, there are a lot of people which they had very haigh degree but they do nothing , this judgment is not fair

Interestingly for a small comparison to rural nz & how this may apply to large companys operations -to the small feedback surveys popular to how we do service delivery and feedback that is often soft criticism or questioning of processes to be a improvement or as you said malicious ...which point is it discrimination? from a comodity customer or employee my feedback is not valued, or did I get that wrong?

The authors are being celebrated for concepts that are neither new nor viable for most companies. The authors have clearly very little to no experience in managing either companies or change of that scale. The poor quality of their book is telling. And regarding Bill Anderson... Good grief, I work at Roche and he's caused organizational mayhem that will haunt them for years to come. Watch out, Bayer employees!

The primary mission of a well-established company's management is to defend its assets, either through regulations or M&As. They are just designed that way. On their boards, they all have an audit committee and a compensation committee. Does any corporation's board have a product & innovation committee? That says all. Regarding disruptive innovation, there is no better example than Microsoft, investing in OpenAI and adopting ChatGPT, but it takes a visionary CEO. At the end of the day, corporations are no different than middle-age kingdoms. It took a good king to reign and good lords to elect that king.

This is all a vague scam

Es ist fast immer das Selbe, wenn Leute das System neu erfinden wollen: Viel Text und eine Liste von irgendwas Abstraktem, in diesem Fall 8 Prinzipien. Ich nenne diese Listen "Hausordnung". Man kann wohl sagen, dass das alles irgendwie richtig ist und kann auch an vielen Seiten sinnlos dagegen argumentieren - die eigentlichen Fragen, die das für mich aufwirft, sind derart umfassend, dass ich sie hier schwer formuliert bekomme. Ich lasse das Konzept als Inspiration gelten und das mag für einige Kontexte/Systeme/Unternehmen reichen, um neue Wege zu gehen. Wer aber wirklich eine Idee vom Change haben will, der wird um Modelle, Methoden und Prozesse/Tools nicht herumkommen. Auch hier wieder: Ich stimme zu, dass man nicht einfach ein neues Framework über das alte drüberkonstruieren sollte - aber es sollte schnell und effektiv entstehen können. Und das braucht eben Methode, metodisches Verständnis und eine aufgreifbare Vermittlungsstrategie. Ich habe die letzten Jahre daran gearbeitet und stelle es in meinem Buch "Das Team ist der Boss" vor. Dabei vergleiche ich nicht endlos das alte mit dem neuen. Ich stelle statt dessen die 6 Hürden der Selbstorganisation vor und bringe viele Möglichkeiten, wie man diese nehmen kann. Mit Humanocracy und auch mit "Das Team ist der Boss" plus andere Ansätze zusammengenommen, sind die neuen Wege vielleicht schon besser beschrieben. Es ist Pionierarbeit, und das in einem sich sehr schnell verändernden Umfeld. Danke jedenfalls für die Arbeit. Aber alleine für sich genommen ist das noch nicht ausreichend, und das sage ich mit der Erfahrung der letzten Jahre. (Ich habe z.B. ToC und CCPM als Option hinzugenommen, damit selbstorganisierte Produktion leichter gelingen kann und das System erst einmal entstresst wird.) -

This is a great interview and helped me to understand 2 points. I designed a method nvc-plus. I will translate the related book " The Team is the Boss" soon to English. It could help with some aspects. Anyhow, great project! Thanks a lot.

Massmurder, evil person

Thank you Jos de Blok for showing the world what is possible in a new human centric paradigm!

Amazing conversation … love the thinking and updates on the future of organizations!

The CRUX is a great strategy book. I have purchased many copies that I give as a gift to leaders in my country, Indonesia

The Buurtzorg model has excited me since the day I discovered it. My budding work at Village Company 360 revolves about fostering care communities--villages--and care economies--business activities--for & by neighbors. I imagine 5 main kinds of villages, including mobile villages that I think of like Buurtzorg-esque teams. Thank you for sharing this important innovation. I just subscribed to your channel and am excited to learn about other innovations you discover.

Marvelous subjects and intelligent debate here, thank you!

Feels like we've known that it's possible to accomplish more by dispersing labor and cognition for a while now, March and Simon reference the pyramids back in 1959. The notion that dispersing labor, cognition, and computation will give people more bang for their buck isn't novel either... Maybe I missed the point?

And now people at Bayer are realizing this transition is not an easy one. Especially for a German global company.

What a pitty they started the presentation with a 3D pie chart - you can't take anyone serious who uses 3D pie charts. Kidding, the ideas are good obviously.

The book is fantastic and I using it at my MBA Class at Univeristy of Paraná, about security

I only agree there a problem. I came from Africa 1977 with 3 children to land of freedom and importunity , By 1982 5 years letter start my 1st business and 2 more after that each business long years the 3rd one sold Dec. 2021. The problem is yes, Society, Government are the problem. Educations is controls by groups that controls by Government $$$$$$ not for people. When I was in business the people who work with me (not for) are important than the $$$$$$. I am 74 years old my next assignment is to go to the root of the problem. not only talk somebody has to do the job there are many ways to do that. The next generation are who are damage, (with out generation there is no nationion by Golda Meir) It is not BK/WHT/old Yong problem it all of all are affected. Thank you Amy fear is not part of us. We can do more. Good day

This is top quality stuff. 🔥

“We put a lot of energy to positive vibes but we put a lot less energy into unsticking work” 18:00 thanks bill and welcome to Bayer! You give me hope in a way I haven’t imagined to be possible

What an outstanding conversation! I recall reading The Fifth Discipline way back in first edition days in 1990. Peter's insights about Learning Organisations subsequently underpinned key elements of my life and career. It's great to hear current reflections and what has emerged with an additional 33 years of experience! Thanks very much to you all. Great questions, terrific answers and so much to think about. Thanks again!

Why would you rely on super brains when you need to data mine ideas, yeah super minds can make great questions and answers but you can mis a single voice with a great idea. If you let AI come up with all the ideas what are humans good for?

Always such great guests Gary & Michele. Helen is an inspiration and serving in the crucible of change - the NHS - gives her remarkable credentials. For those of us watching how the NHS evolves in these times of budget crunches, increased population pressures and heightened (even unrealistic) expectations of consumers, government and partners. Kudos!!

What amazing insights.. I loved the course that Helen does for change agents that’s available on the NHS RUclips channel. This was an illuminating conversation..

Great podcast about a company with a "decentralized collaborative culture" indeed! First, while there are pros and cons to both management models (centralized vs decentralized), what I liked the most was how Nucor has instilled the right hiring/incentive management mechanism as part and parcel of their culture across all levels! And having consulted with one such industrial company with a similar culture in the past, if I have to suggest a complementary tactics that can make their already superior management model little more productive - For example, since their corporate office is kept very lean, one way to ensure that the collaboration occurs across all BUs is following - Consider implementing a “reality accurate management model driven a real time corporate performance management (CPM) system” that not only provides real time visibility of the operations of each BU with each other but also to the corporate office, so that these synergistic productivity improvement decisions/opportunities can be communicated/executed that much faster/better! And if I may summarize our reality accurate scientific model behind our real time CPM system Reality model = f(x) { 1. Individual choice/decision making model 2. Collective choices based cultural consciousness model 3. Natural resources/energy model, 4. Fields metaphor equated to philosophical model 5. Cyclical Outcome model fed back to f(x) } And under this model, -- We define culture as a snapshot of collective consciousness (or energy) of all interactions and interventions of people within an organization at any specific space-time bounded period, as quantified by this model. This model is what helped us to casually link all manufacturing KPIs (including culture KPIs) of multiple BUS (including their 15+ business disciplines) using this real time CPM system in an integrated manner, using the following motto -- - Strategy/economics/finance transformation is a value creator and innovation/marketing/digital transformation is a value accelerator, whereas culture/leadership transformation is a value enabler Should this complementary value added suggestion resonate with any of you, we would be glad to help! To learn more feel free to check out to this 10p summary (drive.google.com/file/d/137_PJKVGUvXCG9L9ZSLcxRTdhkJOlemA/view?usp=sharing) and my articles/posts (www.linkedin.com/in/charlesprabakar/recent-activity/all/) including this session for more(lnkd.in/gifAqDbz)

Regarding Peter's comment about the need for tools to operationalize principles and practices, the great philosopher/engineer Buckminster Fuller said, "“If you want to teach people a new way of thinking, don't bother trying to teach them. Instead give them a tool, the use of which will lead to new ways of thinking.”

Peter's comments about habits reminder me of a powerful observation made by Gretchen Rubin in her book, Better Than Before. "Habit is a good servant, but a bad master." The significance of that quote cannot be overstated. It gets at the core of virtually every dysfunctional human experience. It also resonates with some of Peter's observations about the habits that do us the most harm. It's the ones that appear to work so well for us that we never challenge them to consider how they could be "better than before."

Most all of what she is saying is common sense. Nothing original as to her solutions. And this is from Harvard Business School...is that all there is? Haier and the other companies referenced in their book The New Human Movement are "way beyond" what I am hearing here.

Management practices are symptomatic. Management assumptions and beliefs are *foundational*. ~ FlowchainSensei

This is Excellent, thank you Peter!!!

Absolutely loved this - so many insights about systemic change and great questions and insights drawn. thank you

Well said gentlemen. The solution to labor issues is to respect the workers and put effort towards humans and the resources towards them.