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まずは取捨選択!―仕事のやり方を変えるために、何を捨てる覚悟があるか?(TED)

仕事

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マーティン・ダノサストロ:仕事のやり方を変えるために、何を捨てる覚悟があるか?

マーティン・ダノサストロ:仕事のやり方を変えるために、何を捨てる覚悟があるか?

俊敏さや柔軟性、独創性を兼ね備えたチームを作って、凝り固まった労働文化に挑むには、何が必要でしょうか? 変革を専門とするマーティン・ダノサストロは、全ては1つの問いかけから始まると言います。それは「何を捨てる覚悟があるか」です。どのような組織にすれば、あらゆる階層の人が速やかに意思決定し、変化に対応できるようになるか、イノベーションの先進企業と後進企業から学んだことを紹介します(約13分)。Martin Danoesastro / What are you willing to give up to change the way we work?

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時代に取り残されないために、いま企業がするべきこと

群れをなした鳥たちが、まとまりをもって綺麗に空を飛んでいるのを見たことがありますか?その様子は見ていてとても気持ちいいものです。べつに鳥たちの中に一羽のリーダーがいて、ほかの鳥たちを促しているわけではありません。なぜなら、リーダーが指示を出してほかの鳥が追従する形では、それぞれの動きが鈍くなってしまうからです。

鳥たちは、どのようにして綺麗に空を飛んでいるのでしょうか。じつは、いくつかの簡単なルールにのっとり、全体の整合性を保ちながら空を飛んでいるのです。

このような形で全体の整合性を取ることで個々の自律性が保たれ、その自律性のお陰で群れは迅速かつ柔軟に動けるのです。

Their alignment enables their autonomy, and their autonomy makes them fast and flexible.

これは、私たちの会社でも同じことがいえます。世界はいま、どんどんと加速しており、より複雑化しています。誰かの指示のもと動くよりも、一つの目的をもってみんなが動くことが望ましくなっているのです。

[PR]まずは無料カウンセリング”続けるため”の オンライン英語コーチ「スピークバディ パーソナルコーチング」

なにかを捨てる覚悟があるか

マーティン・ダノサストロは、もともと古くからある銀行で働いていました。しかし、時代に合わせてデジタル化し、商品をよりシンプルに分かりやすく時代に合わせたものへと変えようとしていました。そこに立ちはだかるのが、これまでの会社のシステムです。承認に至るまで、いくつもの部署と人を巡り、なかには途中で書類が紛失することもあります。こうした古くからある悪しき社内システムも、商品を一新するのと併せて変革されることになりました。

そこで、マーティン・ダノサストロは、企業コンサルトや同僚を連れて革新的な企業であるGoogleやSpotifyなどを訪問しました。そこでマーティン・ダノサストロが見たものは、自分たちの会社とあまりに違う社内システムでした。自分たちのシステムと重ね合わせようとしてもまったく合致せず、部下の数も、上司も、優先順位もすべての質問に対して彼らからの返答は「ケースバイケースです」の一言だったのです。

私たちがどれだけ驚いたことか。組織の基本原理とも言うべきことをいくつか聞き出そうとしたのに、(ほぼすべて)「ケースバイケース」というのです。

You can imagine our surprise. We were asking for what we thought were some of the basic principles of organizations, and their answer was, “It depends.”

はじめは混乱していたマーティン・ダノサストロたちですが、しだいに彼らのやり方がわかるようになってきました。訪れた企業はどこも部署単位ではなく、チーム単位で動いて即断即決していたのです。そうしたことが出来るのも、チームの中で必要なスキルがすべてそろっていたからでした。

彼らの仕事ぶりをみて、それを自分たちの会社で活かせないかと相談していたマーティン・ダノサストロたちに、その様子を黙って見ていた売れ入れ側の社員が声をかけてきました。

「私たちのやり方を気に入られたようですが1つ質問があります。何を捨てる覚悟がありますか?

“So I see you like our model. But I have one question for you: What are you willing to give up?”

その質問に、咄嗟にマーティン・ダノサストロたちは何も答えることが出来ませんでした。

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組織ではなくチームが決める

「何を捨てる覚悟があるか?」という質問に答えられなかったマーティン・ダノサストロたちですが、同時に彼の質問はもっともだとも思いました。

変化とは、新しいものを取り入れるだけではなく、同時に古いものの一部を捨てることでもあるのです。

Change is not only about embracing the new; it’s about giving up on some of the old as well.

持ち帰った案をもとに社内改革が進められましたが、すんなり進んだわけではありませんでした。古い慣習に縛られ、難癖をつける人が多く現れました。それでも、マーティン・ダノサストロたちの力によって、多くの会社が変革したのもまた事実です。

新しい組織の立ち上げ日に初めて握手する人たちもいましたが、実は、それまでお互い2分もあれば行ける場所に座っていたのに、過去10年間、メールで進捗報告を送り合っていたのでした(笑)。

At the go-live date of that new organization, some people were shaking hands for the very first time, only to find out that they had been sitting two minutes away from each other but they were sending each other emails and status reports for the last 10 years.

縦割りから横並びにチームが再編されたことにより、仕事の自由度が大きく増しました。しかし、ここでも「何を捨てる覚悟があるか?」を問い続けなければいけません。なぜなら、自律的な意思決定には上へ下へと決裁を取りに走るのではなく、チーム自身で決めなければいけないからです。

[PR]知って得する、知らないと損をする!すぐに役立つ相手に合った「伝え方」のコツ!

社員ひとりひとりがリーダーになろう

部署や会社のトップひとりが責任を負うのではなく、個々のチームがそれぞれに仕事の責任を負う。むかしからの慣習の残る職場では、新しい価値観を植え付けることは簡単なことではありませんでした。

でも、結局のところ一番変えるのが難しいのは、自らの行動だと気づきました。

But in the end, I found that the most difficult thing to change is our own behavior.

これまで、指示待ちしていた人間は、自ら考えて動き、責任を負わなくてはいけません。そして、これまで指示してずっと席に座っていた人間もまた、入社したての頃のように動き回らなくてはいけなくなりました。

全員が立ち上がり、主導的に動き回らなくてはいけませんが、それも全員がバラバラに動き回っていては意味がありません。それこそ、鳥の群れのように「整合性」と「自律性」を同時に活かして動かなくてはいけなかったのです。

リーダーが確保すべきは、組織にいる1人1人が「何のため」という組織全体に関わる目的と、「何を」という全体の優先度を中心に整合性を取ることです。

Leaders have to make sure that everyone in the organization is aligned around the overall purpose — the why — and the overall priorities — the what.

そのためには、グループ間で風通しを良くしなくてはいけません。なぜなら、チームが正しく決断して目的を達成するためには、オープンで透明性のある意思疎通が必要になるからです。

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まとめ:風通しの良さこそが最高の効率化

マネージャーによっては、それまで独占していた情報を人と共有しなければいけず、力を失ったと感じる人もいるでしょう。チーム間でも、オープンで透明性のある意思疎通が必要になります。そうした隠れる場所が無くなると、人は不快感を覚えることがあります。それもまた「失う覚悟」があるのかどうかを、それぞれに問われているのです。

世界の動きはスピードを上げ複雑さを増しており、仕事のやり方を立ち上げ直さなければいけません。それを変えるうえで一番難しいのは、組織構造でも、業務プロセスでも手続きでもなければ、上層部が責任を負えばよいということでもありません。

組織に所属する者全てがリーダーとなり、変化を受け入れることです。皆が主導して変えていく必要があります。

The world is getting faster and more complex, so we need to reboot our way of working. And the hardest part of that change is not in structure or process or procedure, and it’s also not just senior executives taking charge.

Leaders will be all of those in the organization who embrace the change. We all have to lead the change.

そのために問われることが、「なにを捨てる覚悟があるのか」なのです。仕事に新しいことを取り入れるために、あなたは何を捨てる覚悟がありますか?

英語全文

Have you ever watched a flock of birds work together? Thousands of animals, flying in perfect synchrony: Isn’t it fascinating? What I find remarkable is that these birds would not be able to do that if they all would have to follow one leader. Their reaction speed would simply be too low. Instead, scientists believe that these birds are aligned on a few simple rules, allowing every single bird to make autonomous decisions while still flying in perfect synchrony. Their alignment enables their autonomy, and their autonomy makes them fast and flexible.

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Now, what does this have to do with any one of us? Well, it’s one way of illustrating what I believe to be the most important change that is needed in ways of working today. The world is getting faster and more complex, so we need a new way of working, a way that creates alignment around purpose, that takes out bureaucracy and that truly empowers people to make decisions faster. But the question is: In order to get there, what are we willing to give up?

A few years ago, I was working with a bank that wanted to embark on a digital transformation. They wanted their offering to be simpler, more intuitive, more relevant. Now, I’m not sure how many of you have seen a bank from the inside, so let me try to illustrate what many traditional banks look like. You see lots of people in suits taking elevators to go to their department, marketers sitting with marketers, engineers with engineers, etc. You see meetings with 20 people where nothing gets decided. Great ideas? They end up in PowerPoint parking lots. And there are endless handovers between departments. Getting anything done can take forever. So this bank knew that in order to transform, they would have to improve their time to market by drastically changing their ways of working as well. But how?

To get some inspiration, we decided to go and have a look at companies that seem to be more innovative, like Google, Netflix, Spotify, Zappos. And I remember how we were walking the halls at one of these companies in December 2014, a management consultant and a team of bankers. We felt like strangers in a strange land, surrounded by beanbags and hoodies and lots of smart, creative employees. So then we asked, “How is your company organized?” And we expected to get an org chart. But instead, they used strange drawings with funny names like “squads” and “chapters” and “tribes” to explain how they were organized.

So then we tried to translate that to our own world. We asked, “How many people are working for you?”

“It depends.”

“Who do you report to?”

“It depends.”

“Who decides on your priorities?”

“It depends.”

You can imagine our surprise. We were asking for what we thought were some of the basic principles of organizations, and their answer was, “It depends.”

Now, over the course of that day, we gained a better understanding of their model. They believed in the power of small, autonomous teams. Their teams were like mini-start-ups. They had product people and IT engineers in the same team so they could design, build and test ideas with customers independently of others in the company. They did not need handovers between departments. They had all the skills needed right there in the team.

Now, at the end of that day, we had a session to reflect on what we had learned. And we had started to like their model, so we were already thinking of how to apply some of these ideas to a bank. But then, one of the hosts, a guy who had not said a word all day, he suddenly said, “So I see you like our model. But I have one question for you: What are you willing to give up?”

What were we willing to give up? We did not have an answer immediately, but we knew he was right. Change is not only about embracing the new; it’s about giving up on some of the old as well. Now, over the past five years, I have worked with companies all over the world to change their ways of working. And clearly, every company has their own skeptics about why this is not going to work for them. “Our product is more complex,” or “They don’t have the legacy IT like we do,” or “Regulators just won’t allow this in our industry.”

But for this bank and also for the other companies that I have worked with afterwards, change was possible. Within a year, we completely blew up the old silos between marketing, product, channels and IT. Three thousand employees were reorganized into 350 multidisciplinary teams. So instead of product people sitting just with product people and engineers with engineers, a product person and an engineer were now members of the same team. You could be a member of a team responsible for account opening or for the mobile banking app, etc. At the go-live date of that new organization, some people were shaking hands for the very first time, only to find out that they had been sitting two minutes away from each other but they were sending each other emails and status reports for the last 10 years. You would hear someone saying, “Ah, so you’re the guy that I was always chasing for answers.”

But now, they’re having coffee together every day. If the product guy has an idea, he can just raise it to get input from the engineer who is sitting right next to him. They can decide to test with customers immediately — no handovers, no PowerPoints, no red tape, just getting stuff done.

Now, getting there is not easy. And as it turns out, “What are you willing to give up?” is exactly the right question to ask. Autonomous decision-making requires multidisciplinary teams. Instead of decisions going up and down the organization, we want the team to decide. But to do so, we need all the skills and expertise for that decision in the team. And this brings difficult trade-offs. Can we physically co-locate our people who are working in different buildings, different cities or even different countries today? Or should we invest in better videoconferencing? And how do we ensure consistency in the way we do things across these teams? We still need some kind of management matrix.

Now, all these changes to structure and process and procedure — they are not easy. But in the end, I found that the most difficult thing to change is our own behavior. Let me try to illustrate.

If we want these teams to be fast, flexible, creative, like a mini-start-up, they have to be empowered and autonomous. But this means we cannot have leaders commanding their people what to do, when to do, how to do. No micromanagers. But it also means that each employee needs to become a leader, regardless of their formal title. It’s about all of us stepping up to take initiative.

Now obviously, we also cannot afford to have all these teams running in different directions, because that would certainly lead to chaos. So we need alignment and autonomy at the same time, just like a flock of birds. In an organizational setting, this requires new behaviors, and with each new behavior, there is giving up on something old as well. Leaders have to make sure that everyone in the organization is aligned around the overall purpose — the why — and the overall priorities — the what. But then they have to let go and trust their teams to make the right decisions on how to get there.

Now, creating alignment requires open and transparent communication. But you know how they say that information is a source of power? Well, for some managers, sharing information may feel as if they’re giving up that source of power. And it’s not just managers. The teams need to communicate openly and transparently as well. In these companies, the teams typically work in short sprints, and at the end of every sprint, they organize a demo session to share the output of what they’ve done, transparently. And every day, each member of the team gives an update of what they are working on individually. Now, all this transparency can be uncomfortable for people, because suddenly, there is no place to hide anymore. Everything we do is transparent for everyone. So, alignment is not easy, and providing autonomy is not so obvious, either.

One executive at another company likes to explain how he used to be a master of milestone-tracking. Now, today, to know how things are going, instead of looking at status reports, he needs to walk down to the team floors to attend one of their sessions. And instead of telling people what to do, he looks for ways to help them. That is radical change for someone who used to be a master of milestone-tracking. But in the old world, this executive said, “I only had the illusion of control. In reality, many projects would run over time and over budget, anyway. Now I have much more transparency, and I can course-correct much earlier if needed.”

And middle managers need to change as well. First of all, without the handovers and the PowerPoint, there’s less of a need for middle managers. And in the old world, there was this idea of thinkers and doers. Employees would just follow orders. But now, instead of only managing other people, middle managers were expected to become player-coaches. So imagine, for the last 10 years, you have just been telling other people what to do, but now you’re expected to do things yourself again.

Clearly, this model is not for everyone, and some great people leave the company. But the result is a new culture with less hierarchy. And all of this is hard work. But it’s worth it. The companies that I worked with, they were used to deploying new product features a few times per year. Now they have releases every few weeks, and without the handovers and the red tape, the whole organization becomes more efficient. And finally, if you walk the halls of these companies today, you just feel a new energy. It feels as if you’re walking the halls of a very large start-up.

Now, to be fair, these companies, they cannot claim victory yet. But at least with this new model, they are much better prepared to respond to change. The world is getting faster and more complex, so we need to reboot our way of working. And the hardest part of that change is not in structure or process or procedure, and it’s also not just senior executives taking charge. Leaders will be all of those in the organization who embrace the change. We all have to lead the change.

So the question is: What are you willing to give up?

Thank you.

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TEDまとめ(1):エキスパートたちが贈る極上のメッセージ ライフハックとしてではなく、英語学習にも極めて有用なのが、著名人が10分程度のプレゼンを行うTEDです。 TED Talksと...