What does Google know about you?

Here’s a quick how-to guide to finding out exactly what Google knows.

Protect your data

Half the battle in protecting your information is knowing where it is, how much is out there, who can get access to it, and then take the necessary measures to protect sensitive information about you AND your family, friends and work colleagues.

An interesting irony of the Facebook, Google and Amazon success story is the amount of personal data needed to customize their offerings to your unique customer experience #CX. The less you provide, the more generic your experience.

At the end of the day, it is all a choice about how much you wish to disclose, or not.

Acknowledgement to CNBC.
Access the video here also: http://bit.ly/2GUsl9i

 

 

Holacracy – fad or freedom?

In a world of hyperbole it would be easy to look ignore this books claim of ‘revolutionary’ and the abolition of hierarchy . More of the same copy-write promises that quickly prove unfounded when you delve into the first chapter? Not so with this one.

Some folks may already know of Brian J. Robertson from his early days as inventor of the Commodore 64. And yes I can hold my hand up to that one also having spent many late nights mastering donkey kong in an earlier phase of existence. Now Brian plays in Google and his insights provide a powerful read that most likely will cause you to reassess the way you think of management systems.

You can get the book here 
http://bit.ly/holacracySteveTowers

We will be covering more on the theme of Holacracy quite soon. Let me know your thoughts.

Do you want to get in the picture? Join us soon at a session in a city near you…


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The Hell of Holacracy (for some die hards)

In the recent post about Zappos and Googles innovative approach to doing business we themed ‘Holacracy’. Talk about push back from the traditional command and control types labeling the approach as ‘pulp science’.

Try telling that to some of the most successful companies on the planet…

Origins of Holacracy(with credits to wiki)

The Holacracy system was incubated at Ternary Software, an Exton, Pennsylvania, company that was noted for experimenting with more democratic forms of organizational governance. Ternary founder Brian Robertson distilled the best practices into an organizational system that became known as Holacracy in 2007. Robertson later developed the Holocarcy Constitution  in 2010, which lays out the core principles and practices of the system, and has supported companies in adopting it.

The term holacracy is derived from the term holarchy, coined by Arthur Koestler in his 1967 book The Ghost in the Machine. A holarchy is composed of holons (Greek: ὅλον, holon neuter form of ὅλος, holos “whole”) or units that are autonomous and self-reliant, but also dependent on the greater whole of which they are part. Thus a holarchy is a hierarchy of self-regulating holons that function both as autonomous wholes and as dependent parts.

Here’s the video from the author of the book (July 2015)


Influences and comparable systems

Holacracy has been compared to sociocracy, a system of governance developed in the second half of the twentieth century. Sociocracy had a significant early influence during the incubation of Holacracy, though Holacracy has increasingly differentiated away from it since then.Sociocracy particularly inspired the development of the circle structure and governance processes (described in more detail later) within Holacracy. Holacracy is designed for organizations and fundamentally differentiates the roles of the organization from the people working in it.
In its emphasis on iterative governance, adaptive processes, and self-organization, Holacracy draws inspiration from agile software development principles and the lean manufacturing process. Holacracy is highly compatible with stakeholder theory as its board structure allows for multiple stakeholders to be represented in the governance of an organization and for multiple organizations with shared interests to be linked at the governance level.

Essential elements

Roles instead of job descriptions

The building blocks of Holacracy’s organizational structure are roles. Holacracy distinguishes between roles and the people who fill them, as one individual can hold multiple roles at any given time. A role is not a job description; its definition follows a clear format including a name, a purpose, optional “domains” to control, and accountabilities, which are ongoing activities to perform. Roles are defined by each circle —or team— via a collective governance process, and are updated regularly in order to adapt to the ever-evolving needs of the organization.

Circle structure

Holacracy structures the various roles in an organization in a system of self-organizing (but not self-directed) circles. Circles are organized hierarchically, and each circle is assigned a clear purpose and accountabilities by its broader circle. However, each circle has the authority to self-organize internally to best achieve its goals. Circles conduct their own governance meetings, assign members to fill roles, and take responsibility for carrying out work within their domain of authority. Circles are connected by two roles known as “lead link” and “rep link”, which sit in the meetings of both their circle and the broader circle to ensure alignment with the broader organization’s mission and strategy.

Governance process

Each circle uses a defined governance process to create and regularly update its own roles and policies. Holacracy specifies a structured process known as “integrative decision making” for proposing changes in governance and amending or objecting to proposals. This is not a consensus-based system, not even a consent-based system, but one that integrates relevant input from all parties and ensures that the proposed changes and objections to those changes are anchored in the roles’ needs (and through them, the organization’s needs), rather than people’s preferences or ego.

Operational process

Holacracy specifies processes for aligning teams around operational needs, and requires that each member of a circle fulfill certain duties in order to work efficiently and effectively together. In contrast to the governance process, which is collective and integrative, each member filling a role has a lot of autonomy and authority to make decisions on how to best achieve his or her goals. Some have described the authority paradigm in Holacracy as completely opposite to the one of the traditional management hierarchy; instead of needing permission to act or innovate, Holacracy gives blanket authority to take any action needed to perform the work of the roles, unless it is restricted via policies in governance or it involves spending some assets of the organization (money, intellectual property, etc.)[14][15] Holacracy is thus highly biased toward action and innovation: it defaults to autonomy and freedom, then uses internal processes to limit that autonomy when its use in a specific way turns out to be detrimental.
Holacracy specifies a tactical meeting process that every circle goes through usually on a weekly basis. This process includes different phases to report on relevant data, share updates on projects, and open discussions where any circle member can add to the agenda. A particular feature of this last phase, known as “triage”, is to focus discussions on the concrete next steps needed by the individual who added the agenda item to address his or her issue.  The intention is to avoid large, unproductive discussions dominated by the louder voices.


Could you thrive in an holacracy?

When you say End to End what do YOU mean?

Nearly four years ago this question roused us all from our slumbers and continues to trouble many. Over on Linked In you can browse the various (and sometimes quite alarming) perspectives from noted to thinkers and leaders. Feel free to chip in and we will shortly summarise the key points for all to share 🙂

Review the story so far and join the debate at: http://lnkd.in/bvMTRXs

The Focus has shifted from Inside-Out to Outside-In

I am frequently asked to summarise the difference between the inside-out industrial/information age mindset, and that of Outside-In (think Apple, Google, Zara, Zappos, Emirates etc.) thinking and practice. So here to answer that request (and from a section in my upcoming new book) is the overview.

Over the following weeks we will delve into each area and I will provide examples and case studies of each aspect of this Copernican shift.

The Focus has shifted from Inside-Out to Outside-In

Industrial/Information Age Customer Age

People Silo’s Multi functional
Specialist Multi skilled
Isolated Relationships
Awards – Time served Awards – Value Created
Autocratic Dynamic (to suit the needs)
Processes Doing things right Doing the right things and doing things right
Manufacturing mindset Customer Experience
Tasks/Activities and Outputs Outcomes and SCO’s
Stocks Flows
Products Services
Left to Right, Top to Bottom Customer Centric
IT Algorithmic Heuristic
Hierarchical Hyperlinked
Analytical Understanding
Ownership Access
Strategy Top Down Inclusive
Structured and Rigid eg 5 yr plans Agile and Adaptive
Tablets of stone Continual Alignment to SCO’s
Market/product focus Customer/expectation focus
Customers Uninformed Prosumer
Loyal Promiscuous
Forgiving Rebellious
Locked-In Demand Flexibility
Compliant and managed High Expectations and fickle
Single channel Multi channel
(c) 2012 Steve Towers

Next week we’ll start by reviewing the Customer Aspect
 

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