Tulevaisuuden organisaation rakentaminen –

caset Reaktor ja Stora EnsoVNK verkkoluento 26.4.2016

Professori Markku WileniusTulevaisuuden tutkimuskeskus, Turun kauppakorkeakoulu

Turun yliopisto

• Parikymmentä vuotta tulevaisuuden tutkimusta

• Yhteiskuntatieteissä peruskoulutus,

tohtorintutkinto ilmastopolitiikasta 1997

• Ankkuripaikka Turun kauppakorkeakoulun

tulevaisuuden tutkimuskeskuksessa

• Tulevaisuuden tutkimuksen professorina 2004-

2012 ja 2014-

• Tutkimuskeskuksen johtajana useita vuosia

• Lukemattomia hankkeita, aiheina

tulevaisuuden ilmastonmuutos, kulttuuri,

teknologia, ruoka, energia jne jne

• Kolmen säätiön puheenjohtaja

• Maailman suurimman yksityisen

vakuutusyhtiön Allianzin strategiayksikön

johdossa ja konsulttina 2007-2010

• Konsultoinut presidenttejä, valtioneuvostoa,

vetänyt ja osallistunut moniin komiteoihin

• Konsultoinut yrityksiä ympäri maailmaa

• Rooman klubin jäsen

• Mukana parissa start-up -yrityksessä

Who am I?

Mitä olen tehnyt?

Lähtökohdat

1) Missä kehitysvaiheessa

olemme?

3) Tulevaisuuden

työelämä?

2) Tulevaisuuden

avaintrendi?

OECD:n mahti kutistuu kuudennessa aallossa

Lähde: OECD

17.5.201610

Miksi meille on käynyt näin?

80

85

90

95

100

105

110

115

120

125

130

135

140

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014e2015e2016e

USA

Alankomaat

Sveitsi

Ruotsi

Saksa

Suomi

Lähde: OECD, Economic Outlook 2015

Indeksi, 2005=100

Hajautetut työmarkkinat Hajautetut energiaratkaisut

Hajautettu tietoteknologia Hajautetut organisaatiot

Hajautettu älykkyys voittaa kuudennessa

aallossa

Kaikki taloutemme virrat tulevat saamaan

uutta virtaa älykkyydestä

How to create an organization which

• Performs brilliantly

• Employees are happy

• Customers are grateful

IS IT POSSIBLE AT ALL?l

Know-how in individual companies

and processes

Smaller productionteams

More complex workprofiles/environment

The growing role of personal skills

The continuous riseof quality

requirements in production

Rapid aging of technical

qualifications

Simultanoeus fastlearning and

dismantling of oldlearning

Defined tasksdisappear as contentof the work changes

rapidly

Needed: new modesof organization

Changes in working life

Detecting the great paradigm shift

• Focus on processes

• Hierarchies

• Obsessed with success

• Using known remedies

• Immediate action

• Enforcing uniformal behavior

• Bias towards experts

• Focus on people

• No hierarchies

• Learning from failures

• Finding new remedies

• Immediate reflection

• Encouraging different opinions

• Empowering employees to

use their experience

Classic scientific management New school of management

Why did we study Reaktor Company?

• Magnificent long-term

performance according any

indicators

• Pioneer in human-centric

organization

• Conscious effort to create

break from old ways of running

business

All the work in Reaktor is based on

self-managed teams

• A team is a small group of individuals with complementary

skills, committed to a common goal and a shared way of

working. A team considers itself jointly responsible for the

outcome of the performance.

• A team is considered to be self-managed when it possesses

the ability to plan, perform, oversee, and assess its own

functioning.

• A central requirement for self-management is that the team as a

collective needs to create a model for shared leadership,

where the members of the team agree on being lead by each

other, and each member also commits to providing leadership

to others.

• Groups create social rules that enable

the organizing of work in the team.

Agile working methods are

at the core of Reaktor

Client team comments of the way of

working:

”Relaxing way of doing things”

”Easy going explanations of difficult IT-terms

is nice”

”Refreshing with new ways of doing things”

”Feeling of having to justify ones opinions

more than usual”

• ”Daily” team gatherings and the tasks presented on the

board visualizes the steps to the client , helps to prioritize

tasks and allows each member to focus on one thing at

the time

• Everyone participates in planning & reflection of how

things could be done even better andwhat needs to be

taken into account

• Execution and testing is done in pairs

How Reaktor operates

1) Power and responsibiity about a project reside in the team doing the work.

2) The teams work autonomously of the headquarters, but get support if needed. HQ also acts

as a community platform, where informal interaction with all the other Reaktor employees is

happening (this is also actively promoted, people encouraged to get to know each other).

3) The teams are relatively fluid in terms of membership: new members are appointed and old

members shift teams during the project. The Reaktor way – company culture –

as well as careful recruitment make this possible.

4) The teams do not have roles (team leaders etc.), but everyone does everything. There are

differences in professional expertise, but all participate as equals in team dynamics.

5) The project work is based on communication: consulting the colleagues both in the team

and through virtual channels (support and expertise from colleagues in other teams is

readily available and volunteered). The teams work directly with the customer.

People, whose opinion is needed are contacted directly, not via their superiors.

Direct communication preferred over meetings. Little written documentation but extensive

information sharing resources.

6) Conflicts and issues are mediated primarily within the team by the team members. Reaktor

has at its disposal external facilitators who can be used to help, and also

Reaktor employees have been given facilitator training.

7) Decisions about the project are done by individuals in the teams. As a basic rule, one can

make a decision after consulting colleagues. One does not have

to take the advise of the colleagues, but it is mandatory to ask

for feedback before making a decision.

Reaktor way as manifested on different levels

Company says Teams say Our observations: Teams do Client says

Community ”Our team feels like family” Collaborative decision making: Everyone’s opinion matters ”Hi honeys”

Focus on doing ”We don’t book meetings” Passive resistance to meetings practice, but seek to solve the

issue immediately so that the project proceeds.

Natural and

spontaneous co-

operation

Empowering

the teams in

decision-making

”We don’t want any asshole

bosses” ”There are no fixed

roles”, ”The one who happens to

be around will communicate with

the client”

No corporate ladder to climb, team members are treated

equally. Challenging the team to better performance with

constant sparring and leading collective self-control: ask ing

e.g. How effective do you think you were today?

Need to justify

own opinions

Minimizing

bureaucracy

”It’s everyones responsibility,

you don’t have budgets at home

either do you?”

People have the power to act immediately according to own

judgement. They feel responsible. People are free to focus on

what is most important.

At first confusing,

but effective

results

Quality work ”No flaws, let’s get it right from

the beginning”

Costant testing is essential, other person tests, team

pressure, coaching other team members

When will things

be ready?

Solely high level

professionals

”we just do it”, ”only competence

matters, not a degree”

Learning by doing, team or extended team helps: ”If we don’t

have the knowledge, we find out together how to do it”

How can we

trust?

Constant

questioning of

given models,

even own

existing

practices

”How could we do it even

better?” ”What could go wrong?”

”How do you feel today?”

They pioritize and focus on what is necessary and timely. A

lot of visualization: tags who does what now, planning

together before doing.

Takes time but it

is important

Social fit of

employees a

priority

”We want to recruit active people

with hobbies and interests” ”How

could I improve myself as a

person or as an employee?”

They want to recruit the kind of people they would like to hang

out on their freetime. They recruite new team members

themselves. They invite family members to team gatherings.

Participating in

team

competitions &

common hobbies

200 years focus Fast fail Teams focus on the task at hand. Too much focus

on instant tasks

What if company is a tribe? Comparison between Reaktor teams and Maori tribes

Photo: www.reaktor.com

Reaktor is a creative technology company400 employees in Finland, U.S. and Japan

Maori are the indigenous people of

Aotearoa New Zealand (www.maori.com/aotearoa)

Photo: Jimmy Nelson

Theory: Social structures of society systemsDifferent levels are interconnected in value co-creation (Chandler and Vargo 2011)

Comparison of practices

Māori

no shoes

the hongi(traditional greeting -

the exchange of the

ha, or breath of life)

haka (posture

dance performance)

pūkana (widening of eyes to

demonstrate passion

and deep-felt

emotions)

Reaktor

no shoes

welcome

daily,

demo

retro

Reaktor-model in a nutshell

At Reaktor the success is based on trust among the Reaktorians

throughout the organisation:

- Low threshold of contacting anyone in the organisation

- Personal, informal relations among the workers

- Honest feedback and generous information sharing

- The teams are not fixed, but members can be interchanged

- The teams have control over their work, but need to give rational

justification for their actions. The whole team needs to be able to stand

behind the decisions made in the team (does not however require

consensus about everything).

- The employees at Reaktor see a direct correlation with the success of

the firm and the success of all the employees: through bonuses for

everyone based on profit-making, but also on a more universal level

(”we want to still be around after 200 years, and we are the group who

is going to make it happen”). Ownership also

gradually offered to all the employees (previously

owned by around 10 senior founders).

Preliminary managerial implications

for Stora Enso- Rethink all practices

- Encouraging informal networking and personal relationships within the

organisations: community focus.

- The community’s effort to enhance teamspirit and dynamics is a natural

part of every day.

- Focus on communications: Collective knowledge is actively shared and

greatly appreciated. Knowledge and problems are shared collectively.

Information is shared from the ”bottom up”: employees inform the higher

level and they involve the highest level if necessary.

- Physical or virtual meeting place providing platform for communication.

- Gradually shifting authority from leaders to teams (relational leadership).

- The employees to have a real stake at the decisions that have an impact

on the work.

- Headquarter’s role from directing to supporting the work.

- Clear vision of WHAT is done, for WHO, and freedom to decide HOW.

“Being self-organized simply means that our teams have the freedom to choose how they

work, observing any conditions set by the client or the project itself. To reach and enact a decision,

the team doesn’t need to consult our executive group or anyone else from the head office. In fact,

the main function of the head office is to facilitate the work of our teams by means of financial

management, sales, recruitment, and administrative support…Indeed, one way to think of Reaktor

is to consider a group of networks, or links between people without an imposed hierarchy. The more

links between people and the stronger these links are, the stronger the network becomes.”

http://reaktor.com/blog/how-reaktor-grew-without-hierarchy

Tärkeintä on eteenpäin katsominen

ja jämäkkä ote…

Omalle mukavuusalueelle…

…ei voi jäädä lepäämään…

Vain siten pääsemme eteenpäin!

"Heavier-than-air flying machines

are impossible.” -- Lord Kelvin,

president, Royal Society, 1895.

"There is no reason anyone would want a computer in their home."

-- Ken Olson, president, chairman and founder of Digital Equipment Corp., 1977

"Drill for oil? You mean drill into the ground

to try and find oil? You're crazy."

-- Drillers who Edwin L. Drake tried to

enlist to his project to drill for oil in

1859.

“I think there is a

world market for

maybe five

computers."

-- Thomas

Watson,

chairman of

IBM, 1943

"Who the h_ll wants to hear actors talk?"

-- H.M. Warner, Warner Brothers, 1927.

We should not listen to those who think it is not possible…

Lisää asiasta äskettäin ilmestyneestä kirjasta

<

Menestystä!

markku.wilenius@utu.fi