{"id":39544,"date":"2020-11-02T07:00:39","date_gmt":"2020-11-02T06:00:39","guid":{"rendered":"https:\/\/strtgy.design\/articles\/culture-before-strategy\/"},"modified":"2020-11-02T07:00:39","modified_gmt":"2020-11-02T06:00:39","slug":"culture-before-strategy","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/culture-before-strategy\/","title":{"rendered":"Culture before Strategy"},"content":{"rendered":"

Hey, happy Monday.<\/span><\/p>\n

This week is going to be busy for everyone so I will cut it short and get straight to the point. First, I want to invite you right away to the next <\/span>STRTGY Meeting<\/b>, one of the most important events this fall.<\/span><\/p>\n

\"\"<\/a><\/h4>\n

Thursday, November 5, 2020 6:30 pm
\nCulture before Strategy. Alessandro Rimassa, from the Changers team, will tell us how to install the operating system that grows businesses. <\/h4>\n

You must register to access a private session in which Alexander will deliver and explain in full detail how to apply his Company Culture Canvas.
\nYou will receive the link 15 minutes before the event to the email with which you registered for free.<\/p>\n

Reserve your place<\/a><\/p>\n

 <\/p>\n

The future of work<\/b><\/h2>\n

Everything has changed in the business world. The Internet has enabled new business models that in turn have changed the buying behaviors and habits of all of us. Certainly this pandemic has forced everyone to push on the accelerator, but one thing has never changed: <\/span>management.<\/b><\/p>\n

Cloud, smartphones, artificial intelligence, computational design, autonomous vehicles, rockets that land on feet. We have learned how to change the world within organizations that look to the future but are built exactly as they were 100 years ago when the work was all done on the ground floor of an industry that tightened bolts in sequence. <\/span><\/p>\n

From the mid-19th century, the idea that some people were better at <\/span>thinking<\/b> and others at <\/span>do<\/b>. And those good at thinking moved to the second floor to coordinate work, define tasks, design spaces, and measure the time of those good at doing. <\/span><\/p>\n

Information thus acquired structure and direction by moving along the line of command, from top to bottom, following the path from the corporate organizational chart.<\/span><\/p>\n

And so straight on to the present day…. <\/span>Taylor formalizes project management in 1911, <\/span>Gantt<\/span> invented its bar chart in 1917, the Budget was invented by McKinsey also in the early 1900s, the Work Breakdown Structure by the military in ’62, and Scrum in ’86.<\/span><\/p>\n

We may feel innovative, but the truth is that we are using 100-year-old tools to design the future. <\/span><\/p>\n

It was once pointed out to me that things that work are not questioned. Here, the problem is another: these theories are based on the dangerous idea that it is possible to predict and control the direction in which the world will turn, that what worked yesterday will work tomorrow, that all you have to do is get organized and hire someone better at controlling others to improve the balance sheet. <\/span><\/p>\n

I would like to be proven wrong, but very few budgets have passed the meeting with the first DPCM.<\/span><\/p>\n

A new operating system<\/b><\/h2>\n

Like your computer’s operating system, culture works in the background. It is that unwritten set of rules that modifies behavior among people, adjusts priorities and makes decisions. <\/span><\/p>\n

The current operating system has a big bug that needs to be fixed immediately: it is the way of thinking that performance is the result of compliance with bureaucracy.<\/b> <\/span><\/p>\n

As if it is enough for everyone to follow the rules to achieve the goal. And so we have hundreds of complex procedures for doing simple things, we have people who codify them and people who authorize them. People who command and people who control. <\/span><\/p>\n

What would happen instead if instead of rules we simply created the conditions for better work?<\/b><\/p>\n

What would happen if instead of using bureaucracy to delegate responsibility we allowed everyone to achieve their own goals?<\/b><\/p>\n

That’s why I invited <\/span>Alessandro Rimassa<\/b>, <\/span>an expert in future of work and digital transformation to show us how to update the operating system of our companies to enable people to respond faster, coordinate better, and react more agilely. <\/span> <\/p>\n

Alessandro founded Changers, Italy’s first community dedicated to professional growth and transformation, and first Talent Garden Innovation School. He also directed Research Center and School of Communication and Management of IED, the European Institute of Design. He is the author of seven books, including. <\/span>Company Culture<\/span><\/a> and the best seller <\/span>Generation Thousand Euros<\/span><\/a>, and edited Tag Books, the first Italian series of books on digital innovation published by Egea, a publishing house of Bocconi University.<\/span><\/p>\n

I would be happy if we could continue to talk about it together <\/span>Thursday, November 5 at 6:30 p.m.<\/b>, live. Reserve your seat if you haven’t already done so. <\/span><\/p>\n

Can’ t wait to work together.<\/span><\/p>\n

Good work!<\/span>
\n<\/span>Make yourself heard.<\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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