The industrial mindset with hierarchy and command and control was a phenomenal tool for organizing and achieving scale. The role of the manager was created to coordinate the moving parts. As organizations have grown in complexity and the speed of communication has accelerated the business cycle the role of the manager is under siege. They can't keep up with change or navigate the complexity or organizations. The result is the role becomes spoofed in shows like the Office or movies like Office Space. Communication platforms now provide the coordination and the situational awareness that managers once offered. The military calls the new shift to Power to the Edge. The presentation traces how shifting communication platforms dramatically change the rules for business. Leader just have not caught up yet.

1. July 2013
Resilience: Riding the
Waves of Change

2. rmiller@tagconulting.org 214-498-3055

4. The Facts
• Average life span of an S&P 500 company
– 1938 – 60 years
– 2012 – 15 years
• 20 out of the last 30 largest insurance
catastrophes in the last 60 years have
occurred since 2001.
• Digital Natives and Immigrants
– 2013 – 65% of the workplace – Digital Immigrants
– 2018 – 75% of the workplace – Digital Natives

6. 5 Key Points for Today
• The Decoder Key to Being a Futurist
• Gutenberg Hangover
– Industrial Model is Still Here
– Command and Control
– Built-in Disengagement
• Digital Natives and Digital Immigrants
• Power to the Edge – Network Warfare
• The Workplace Revolution – Re-Engagement

10. When the primary means
of storing and distributing
information changes… the
whole world changes.

22. 2008

23. 2018

26. Command – Will
Control – Aligning Responsibility
with Authority

38. Old
• Management
• Proximity
• Hierarchy
• Specialization
• Command/Control
New
• Communication Platform
• Distributed Network
• Pods
• Situational Awareness
• Mission Intent – Self
Synchronization

39. 39
An individual’s social network affects their performance
A communication relationship
An individual
Knowledge workers with
large social networks tend
to perform better than those
with small personal
networks.
• Access to information
• Can get things done
Knowledge workers who span
boundaries tend to perform
better.
• Access to different information
• New information → new ideas
• Gives them power
This link
is more
valuable
than this
one
yet takes the same
time to maintain
&

40. A team’s social network can predict performance
Knowledge worker teams with
“denser” social networks do better
Team performance ≠ ∑individual performance


40



A
B
C
D
E

41. Survey Tool
People are shown a list of who works in their
area and asked to indicate how often they
talked face to face with each individual.

42. “D” group in a traditional
environment…
42
Analyst
Formulator
Arranged by discipline
But lots of team building and
GPM goals
Result: Dense but siloed
network = Low Innovation

43. Office: Large team

52. purpose
• We believe design matters and plays a key role creating the context
for engagement. It has the transforming power to address many of
the chronic challenges leaders currently face.
values
• We value challenging the status quo, embracing positive outliers
and coming together as a diverse coalition willing to tackle tough
questions.
mission
• Our mission is to focus that belief to tackle the chronic challenge of
high employee disengagement and the incredible waste of space.
The two are linked.

55. Black Swans

56. Game Changers

57. Framework of a Narrative

68. 4th Place – Connect/Teach/Do

73. Outliers

75. Are the Seas of Today

76. rmiller@tagconulting.org 214-498-3055