I don’t even like using the word organization — that’s why I talk about models, because I think models are just networks of capabilities that come together to get a job done or to solve the challenge in the real world, and I want to be able to access capabilities in my network that come from lots of different places. And I don’t want to be limited only to those capabilities that are sitting in organization A. When somebody shows me their organization chart, I’m not interested in that like, I don’t care about your organization chart. I mean, tell me what capability set you have, and can we put them into a sand box where we can combine them and recombine them in different ways. And so the organization of tomorrow has to be much more fluid around how it plays with those parts, how it plays with the capabilities, than the organization designs that we have lived with throughout the whole industrial era.
Saul Kaplan – I don’t care about your organization chart
We sit here with systems whether they’re healthcare, or education, or government, or community systems, that have been around forever. And we all know that we can do better in the 21st century and that we could use technology to solve the challenges of citizens, or patients, or students in a different way. The problem we have, is we’re stuck in these old systems, and we have no capacity for R&D to explore new ones. Why aren’t we experimenting with[...]
Throughout my whole career, my whole theory of change was… I call it the proselytizing model. We were smart. We were articulate. We could write great Powerpoint decks and we could go out and give great talks to leaders, and the idea was that if we kept talking loud enough, and smart enough that we could convince more people to change. And it didn’t work because the people who didn’t want to change didn’t change. It didn’t matter how smart[...]
It's a weird thing we've created. We've got all these people that are working in these large organizations that we've beat them up so much around this is your role, this is what you can do and this is where we value you. We don’t value you, you know, because of… when you're wearing a customer hat; we don’t value you in terms of your ability to share stories about what we're doing, right? We basically tell our employees you're[...]
You know a handful of people are going to get silly rich and the rest of us are going to be driving cars for Uber part-time or whatever the business model is. And I don't think -- and I like to see us evolve into an era with a constant proliferation of business models that meet the needs of smaller subsets of the population, as opposed to a predominant business model that meets the needs of a lot of people,[...]
We grew up in an era where we looked to leaders in those Ivory towers: the big institutions, whether it was academia or corporate or government. We thought they were responsible for driving the change. I’ve come to believe that the change is not likely to happen that way. I mean if we’re waiting for existing institutional leaders that have responsibility for the current models, to come up with the models for tomorrow, and move us there, they’re not going[...]
Nous ne donnons pas aux gens le pouvoir d'être plus curieux, d'être -- d'explorer plus, de renforcer leurs réseaux, d'être plus intelligents, d'essayer de nouvelles choses. Nous revenons à -- nous essayons de forcer les gens à faire une tâche spécifique et ensuite nous sommes frustrés lorsque nous pouvons automatiser ces tâches, et le travail réel que l'être humain devrait accomplir, qui est ce dont vous et moi discutons, nous n'avons pas vraiment donner aux gens l'environnement et les outils[...]