Having a quick glance at Hugh Macleod’s excellent blog, from last week, my attention was caught by his humanification bit where he chats about a previous posting:
4. You’ve already done “efficient”. We’re living in a post-efficiency world now. We already know how to make things better, cheaper and faster than the previous generation. We already know how to squeeze our suppliers till the pips squeak. We already know how to build systems that maximize profits at every stage of the production and selling process. We’re already outsourcing our stuff to China, and so is everyone else. Been there. Done that. So where does the growth need to come from? What needs to happen, in order to save your job?
5. The growth will come, I believe, not by yet more increased efficiencies, but by humanification. For example, take two well-known airlines. They both perform a useful service. They both deliver value. They both cost about the same to fly to New York or Hong Kong. Both have nice Boeings and Airbuses. Both serve peanuts and drinks. Both serve “airline food”. Both use the same airports. But one airline has friendly people working for them, the other airline has surly people working for them. One airline has a sense of fun and adventure about it, one has a tired, jaded business-commuter vibe about it. Guess which one takes the human dimension of their business more seriously than the other? Guess which one still will be around in twenty years? Guess which one will lose billions of dollars worth of shareholder value over the next twenty years? What parallels do you see in your own industry? In your own company?
By elevating the individuals in the organisation above systems, and by re-balancing the relationship between people and process, we can create a social fabric that lives and breathes the values that large companies are trying to instill in their organisations. We have the tools and the ideas to do this in ways that were not possible before, and we are in a position to finally move beyond Taylorism and the factory model to a new era of genuinely people-powered organisations and networks. We know how to create rich and purposeful social networks as vehicles for collaboration and co-operation. We know how to aggregate ideas and negotiate common language to create better forms of information organisation and retrieval. We know a lot more about what is possible when people trust each other by default; and we also know a lot more about how to engage in debate and deliberation with people who agree with us and people who do not.
In my own company there are ongoing tensions about achievement, performance, reward – and there’s a perception that there’s not as much trust as there could be. Let’s hope we do trust our people – and deliver what Lee and Hugh seem to think is achieveable.
Image Credit: doctor paradox
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