The Future of Entertainment is Interactive

The Future of Entertainment is Interactive.

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...

good afternoon.

...

Good afternoon. All good morning, or good evening.

...

wherever you are listening.

...

how

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do we work together with people

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whose lived experience only tangent

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relates to hours and whose very ways of thinking are far removed.

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from our own

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Because, of course, we have to

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the phrase

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global village.

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has never run more true and with it come all

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the opportunities and of the problems

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of working not just across time zones, but across

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cultural divides religious barriers

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and the biggest obstacle of all out there, of course,

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habit.

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This is the Beaumont global studio. My name Ralph Tal, and here,

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to look at the tangled issue of

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global corporation with me is my friend and partner

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in Barbara Poland, in fashion and strategy consultant.

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feeling, martin feeling.

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Welcome to Obama.

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Thank you, twelve Good morning afternoon and good evening.

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everybody buddy.

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You are an x

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example of someone with a global outlook, your three kids

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growing up speaking Italian English,

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and polish

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You're taking

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professional and personal lessons together.

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Well, I am teaching Italian and

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right now, they're basically teach me polish in English

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because little one speaks english,

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to be.

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So, yeah, that's the kind of collaboration we having at them

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Clearly, if you're if

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you know, if we only care to look

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global local up down and across

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corporation needs to be

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increased if we are to have

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even half a chance at solving the existential threats that

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we have created for ourselves

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So multi stakeholder the collaboration is what's required, but

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that term itself strikes fear into the hearts of bureaucrats

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and managers

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like

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Am I going to have to talk to those people? Of course, you are

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and not just talk about work with them.

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And this is this is weird.

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It seems to me because as many researchers and science writers have

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simply demonstrated humans award for collaboration.

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maybe the problem therefore is the language. Maybe we should call it

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working together with

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various humans instead of

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multi stakeholder called the collaboration, maybe then

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the threat would not seem so

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Oh. What do you think?

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I think it's interesting and complex.

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I would say that

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system for most when you look at

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the reason for

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diversity in companies in

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the society. It's because that diversity actually works.

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you know, it helps

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organization to be more know.

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it helps society to move

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forward and to be more inclusive. And

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diversity is the other side of the moon of

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collaboration.

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to

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for diversity to work, you need to be able to work with people

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are from different backgrounds accounts. So

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part of the ...I think,

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the issue within organization within institution and

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when we talk about stakeholder called

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ships and

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in cocaine in Canada.

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The main issues that

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did I

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there is very little shared purpose. There is two

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many

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person and now the

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agendas which get into the way of

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And, of course, this is a process show it is a

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counted issue, and it is sometimes a culturally show.

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in the sense that we are

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very often too much on our own friends.

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and that creates, you know, a problem when we communicate

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with other people. Mind you right now, we are

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technologies, which health collaboration

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as much as possible and interesting enough

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very often. They're also a barrier to

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So

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You've just very

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initially what it is?

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Yes. It is what it is. You've just elegantly outlined the entire

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show for me. In fact, I might just toss out all my notes, and we'll just

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stop point by point with all the things that

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you

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You should show me you're not you see

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okay

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us

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Mhmm.

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Yes. Let's start unpacking these things because people ...well,

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people we bring our value assistance

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to every conversation whether we like it or not,

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We also bring own vocabulary. Right?

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which is often just near enough

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to confuse other people.

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we

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don't quite mean the same thing things by the same words even

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This is especially evident in organizations with

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tight silos.

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engineering over here and marketing over there

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Hr I'm out there on its own hill somewhere.

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which let's face it I think it's it's actually most organizations. How do we

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build bridges

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between the silos.

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I think that

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beyond shared values, what

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what really

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There are two dimensions two concepts.

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let's call them concepts. Because they're not really dimension.

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and they're not very tangible, but there are two concepts

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which actually helped breaking those side.

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one, it's the culture of the company.

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Okay. And the culture, it's really here not

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dividing on the wall, but

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the shared

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Not not that not that little little brass.

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block over the reception shoulder.

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No. Exactly. Or the ceo for whatever

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Yes.

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you know, for what we get about. But it's the culture

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the sum of all behaviors that characterize the company

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and

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gout if deals in a certain way,

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helps breaking those silos.

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regardless of the shared value

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the religion the

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where you study the country you're coming from and

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your, you know, your societal and cultural editors days,

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if you have

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a common company culture, then it's cc

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to communicate

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Okay. It's cc

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to talk to each channel. There are ...sometimes written or

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brick rules and rituals results that allow you

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to, you know, set the scene

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But beyond that, I think that the real collaboration happens

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when you ever share purpose,

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when you you have a belief system, which

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guide you.

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so that even when you don't have all the answers,

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you work together in

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seeking those answers and solving those prop.

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I think that's the that's the guiding

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like. That's the true

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north staff.

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for collaboration.

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As you said,

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there is a built in difficulty

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which is something of

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a built in characteristic characteristic inherent characteristic,

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in organizations of, you know, more than a few people

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differences in variety what makes an organization more resilient.

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in this Vocal world. I mean, mono culture,

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Well, we know we know what happened to to to Ireland with the the the potato Hammond.

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Mhmm.

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mono culture just doesn't survive that well.

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but managing differences and variety is inherently difficult.

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And when you say

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common purpose and and culture and shared values.

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you can't manage effectively without having those

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three elements. So maybe let's let's look at those one by one when you say

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shared values. How do you describe those?

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I think it's

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It's what

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you believe to be truth, if it's what you believe

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your work

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as

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besides producing new products and services and selling

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new products and services. You know, it's

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it's what you stand for. It's what you wanna do.

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for your community what you think your role

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within your corporation is and what the role of the corporation is,

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And and

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basically, it's a look

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the societal role of a company

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beyond the ...and and, of course, companies

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need to make money.

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Okay.

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to survive into finance and self and

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And there is unfortunately in notion of growth

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But

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besides that if you talk to people from

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proctor and gamble or people from Union

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or pre from L'oreal

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they all live

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you know,

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You see partners emerging, and those shared values are those

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buttons of Va zero beliefs of

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motivations and so into forth.

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Oh,

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don't really unmute myself before before I start talking

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very well.

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Yes. No.

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yeah you scared me. I thought that was left long stage

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No. It's all good. It's all good with it. We're still here.

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Okay. Now what about the this idea of

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written and uncertain rules and rituals that that contribute

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to the building of the shared values in the building of the culture.

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the record ones are easy because they, you know, usually come

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from on high, they are sent down by by the sea suite.

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and and everybody can read them and understand

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this is what we stand for. This is the kind of company we are. That's all good.

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But about the unread one because they're they

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that the far more interesting they.

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Yeah. They're very interesting and I think

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they are a byproduct of

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for the cultural heritage of the company.

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you think about it. In the sense that

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you know, are

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case seems, you know,

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Dutch and german companies. Was

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multinational companies, and they decide to be

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while being very proud of their own languages,

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to have English as the main language show.

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between everybody else in the company because

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they make a conscious decision

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that that's the best way to collaborate. Example,

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Okay. But that's also

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part of their, you know,

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I'm the rules.

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And then there is actually

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a component of

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you know, I and I don't wanna go

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Mhmm

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who's who on your

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on the power these stands and so on and so forth. But

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for example, when you work with the Dutch companies or gentlemen companies,

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it's the consensus building process is very important.

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Okay. So even the c suite before

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taking a decision, they try to make sure that

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everybody around them are comfortable

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with the decision, they can hear their agreements

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the disagreements, whereas

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in

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Spain, even American battle of companies.

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you you have a more direct

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you know, decision making is with leaders this, and nobody wants to challenge and it

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somehow.

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Okay.

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because probably you power distance.

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those are also some rules And part of

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I was ability to

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collaborate sense

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from those rituals.

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I mean, there is nowhere in the

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field culture of statement that we have a culture

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of consensus building and therefore that's how we take musicians.

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is just understood. Right?

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it is it is what it is. It's a, and it's

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followed the it evolves

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you know, of course, certain parts of

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the companies is less a than to than others.

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but

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it is what it is.

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Let's maybe let maybe go the pull host because it is

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it is a fascinating fascinating aspect. And for those

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of, who I'm not familiar with the work.

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of get hosted Senior and Get hosted Jr,

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This is one of the the more

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groundbreaking and fundamental pieces of research

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on on cross cultural

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collaboration or actually,

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fundamentally on on cross cultural understanding. Right?

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Yeah.

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if you have organizations where

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you know, for instance, philip whom you just mentioned

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who have, you know, factories and distribution in in

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various countries over the world. How do you get

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people from all those countries to actually work

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together towards the come and go. And then, ultimately, we have one

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great organization called civilization.

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on this on this blue green that will rock out in space.

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and building

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cross cultural understanding is really something that

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should be towards the top of our common agendas shouldn't it?

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Yes. Because if you don't

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you have really limited opportunities to grow.

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and to build an international business

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Not that all businesses need to be international, but I think that

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because companies need to grow

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mask. There there is

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Mhmm.

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so much digging the within the borders on their wrong countries.

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and so

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by the way,

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even if they limit it themselves to the home market,

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probably competition comes from outside. So

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at least even to protect themselves,

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you should be able to understand what

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different cultures and approaches mean

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and why they work or they don't and how to promote

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cross work.

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And, of course, there is no collaboration without communication.

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what have been some of the more successful examples

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of communication

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carried out, managed

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designed plant

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executed in complex environments that that that you have seen.

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Who

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And then, of course, then, of course, what have been

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you know, the following question, as You can imagine. What's

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what have been some of nature we say less successful examples.

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I would say that, you know, still

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That you know, phoenix was

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the beginning a very engineering dream and company.

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Okay. And about

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two thousand and beginning a half way to two

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to to the two thousands They started a transformation

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towards and understanding that

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technology it's important and it's part of their heritage it's

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faster of who they are. But

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the businesses in which they operate where consumer training

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you know, not for nothing.

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I always tease my feelings

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colleagues and client and send that, you know, you are it and they

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because sometimes they have far less

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you know when functioning tuning technologies,

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then you ...but consumers love them.

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Mhmm.

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and very, they don't love your products.

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So

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I think

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fields made a very important transformation in the direction

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and that was part or what felix designed

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is which is the indo based organization of

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field, which is literally an independent internal design company, which works

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also with the, you know, external partners, by the way,

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but they have created four feelings

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this whole notion of,, you know,

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human centric design

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claims, human, you know,

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social and cultural plans besides the

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know what is the next office technology, which is the

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something in that field were very familiar with them. And

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and I in the way they manage it they manage it as a process

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with, you know, fair

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inspiration workshops,

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and because felix design is this board of the blind

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organization because it works for

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feel its business units, but also with external process,

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it was difficult for people from felix

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to understand whether they went was actually directed at them or to the whole world.

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And that actually removed the sum of the

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communication and collaboration bandwidth,

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it may easy for for that transformation to weapon.

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to

...

Yes.

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So Hang on. Let's just ...let's just unpack that.

...

Mhmm.

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because people on the inside thought

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that they had to

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figure out ways to communicate with the outside

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was just the reason was or they thought that

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the they they the products had to communicate with

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the people outside of the company that they communications

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had to be more efficient.

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I think I think that because well no

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No. That's not what I mean. I meant that

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it wasn't packaged

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as

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this is for you. You need to change.

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it was packaged as

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This is what we are, and we wanna inspire the whole world, and this is

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what happened? And these are the technologies

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the won't

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What, you know, felix said this notion few design

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with Stephanie and Mark Be who created this notion of

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i'm intelligence

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way before the idea of, you know,

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of devices

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manage before were the internet of things

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image wherever, you know, they want to connect

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the leaving rooms connected health care and

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and it pulls a fortified exercise

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which inspired the people outside

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and he created a lot of little know

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pierre for them, but also ultimately,

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helped people inside

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to she

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how the change was happening and how they needed to, you know,

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work to embrace the change.

...

So

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because phillips was already

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and the engineering powerhouse

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they could actually

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deliver

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What of of yeah.

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according to what the technologies were available, deliver,

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what the internal external

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design

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department came up with

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And then the whole package could be wrapped up in a

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in an excellent

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interesting and quite, you know, deliverable simple story.

...

Right.

...

Yes. In which people understood that,

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the ultimate value

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it's not

...

on

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how the process

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or whether using this type of

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you know, Wifi communication or bluetooth

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No. It's about. It's about what this thing can do for me. Right?

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bridge to connect devices.

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it's about to what that's you mean

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for a consumer twelve devices

...

connected and what is the function also the emotional

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you know?

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Mhmm.

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impact and of doing that.

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So do people gather

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So really moved. It clearly moved the focus from

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psychology for the sake of technology.

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to technology for the faith of helping people.

...

So so

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Do people gather around good stories?

...

yeah.

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Can I can a common start it be a good starting point?

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for effective bridge building.

...

Yeah. And, you know,

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That's I think that's the the great value of the

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ted sympathetic. You know that

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great stories create bridges, and storytelling create is bridges.

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we know from synthetic that that's

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probably and necessary

...

condition.

...

it's not sufficient.

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Now, but you need

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to to move people to action, but

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you need a starting point.

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No.. But you need. You need a starting point and and indeed, that is

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that's the dynamic that we are working with.

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working but with ebola,

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Just switching pack just a little

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Oh

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customary way of thinking doesn't help

...

It seems

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we are very comfortable in an

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about

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employees employers versus workers,

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run one race and create against another

...

my annoying neighbor against a

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my other annoying thing, but neighbor

...

Oh, this is being fueled

...

by a a

...

when us versus them dynamic,

...

in the tabloid present, and it's

...

being exploited, of course, by cynical politicians everywhere.

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and where

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susceptible to persuasion all too easily.

...

if we

...

consider

...

that stories

...

can be good starting points. And if we if we consider that

...

it is possible

...

It is

...

to build

...

it's possible to build

...

cross cultural understanding within organizations.

...

Do you think that enough people can find

...

ways beyond that

...

versus them dynamic for long enough.

...

to see that it's really an unhealthy way

...

to view the world.

...

Can we scale this to it or a global outlook?

...

Well, I think that there is

...

like there example of grassroots roots movement,

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you know,

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everywhere in the world were really really about that.

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The

...

know if you

...

if you think about our evolution,

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We are geared towards color british

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We're against towards. You know, we were hunters

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and no. And we would, you know, would could

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with people to go for big

...

game has

...

And the

...

that's how human being evolved.

...

actually,

...

but these were these red groups of, you know, fifty, sixty, a hundred people maybe

...

Yeah. But it ...it it just a point someone realized

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that by putting one against each other

...

they could put pressure on us and they could manipulate our.

...

I that's the personal point of view I ...it's not

...

not

...

surf space, but I think that that's what happened. So now

...

Oh, well Just ...we ...we just need to read read up some some

...

some fairly broadly available history to see that that is indeed.

...

precisely how it happened.

...

but

...

Yes.

...

Yeah. Yeah It's basically

...

I'm not saying that I just made that up. But

...

But, you know, it's not probably a solid

...

is a paper for the jail now

...

Oh. Sorry. I'm ...he's he's

...

historians would would have a thing out do just say about that. But the the whole the whole thing is

...

how can we scale this?

...

Yeah. So so the the whole point is that if you look at

...

the

...

mm-mm

...

black lives met movement or the mean movement

...

or

...

It's all about storytellers, which

...

she's, you know, with people who upset,

...

and they are trying to work together.

...

and get together and collaborate and make change happening.

...

But

...

I think the ...you know, and, of course,

...

it becomes so ...no a certain party answer.

...

as all organization. There is some level of contrast, but

...

because the other sag also is five back.

...

with. But grassroots movement

...

a good example, I think of, you know,

...

how

...

you know, the with a good storytelling telling with grades

...

speaking with the ability of, you know, touching people's heart.

...

with the.

...

can actually inspire

...

other people's scratching.

...

and

...

that usually what changed.

...

comes from. Though.

...

least societal level.

...

do we need to be upset?

...

to make things happen.

...

No. We we when we we shouldn't

...

I mean, unfortunately, we we often, but we shouldn't

...

Because I mean,

...

Because then, you know,

...

Yes.

...

use rage. Is also part our

...

and the in at an age of

...

you know?

...

Mean, we have we

...

Yes. We have we have

...

rage on keywords that's actually doesn't pretty much

...

we have plenty to pissed off about that. I mean, maybe we should we should in fact,

...

work with that.

...

Yeah. And and I think that, you know, you

...

you can start looking at change because

...

you see that something is wrong.

...

Okay.

...

And you wanna find that

...

or because you have an inspired vision of the future, which is

...

better for everybody.

...

You have a better better idea. Right?

...

So

...

Okay. So if you're looking to get

...

different people to collaborate.

...

Where can you pick up some tools and approach to make this

...

less of a struggle. How can you

...

learn to facilitate

...

these conversations.

...

Where you go?

...

to learn

...

I think that

...

if we are looking

...

at diffusion. Okay.

...

for me,

...

One of the key steps, it's really empathy.

...

I mean,

...

to be able in this age to be able to speak

...

to the hearts of people not to their belly.

...

or not obsessed about the brain, which doesn't really make

...

you know,

...

a lot of

...

Yeah. There there is no communication without

...

exactly.

...

without connection. Right?

...

exactly, Then empathy is the starting point. Courage is

...

starting point, the b brown

...

of this world, the that's where you need to start

...

And then, of course, you know, that's the ...that's the core.

...

you need to be able to listen

...

to connect with people before you can actually leave them and it's

...

five them.

...

We'll come

...

I am ...I'm reading it right now. A book

...

which is called the that's your brand carefully.

...

from Isabel,

...

was a market belgian market and

...

tell actually interesting enough

...

which is a framework for building better brands.

...

and care stands for collaboration.

...

agility reliability and empathy.

...

So

...

Well, let let let me just pause that for a second because we need to come back to that

...

But as is our tradition, at the the bottom

...

of they are

...

we do invite

...

The audience to hop on stage

...

and throw stuff into the pot

...

So if you would like to

...

add to the to what this discussion, plays by all means,

...

raise your hand. Let me know, and and we'll drag you up here.

...

and hand you the microphone, and then you can embarrass

...

yourself all on your own, we'll just we just go home. Now we're just kidding.

...

let's come back to that because that that acronym actually

...

sounds like the starting point of

...

positive

...

process of

...

working towards collaboration and cooperation.

...

Let's look at it again care.

...

What was ...what what what were the components of that

...

So it's

...

see for a collaboration

...

a for agility,

...

are for reliability

...

and e for empathy.

...

Okay.

...

Which one do you want to pick first?

...

You man.

...

mm-mm Well, it seems to me that actually, we have a fair idea of what an

...

and

...

walking a thousand miles in in someone else's issues or even a mile is

...

something that

...

you know, where we're well advised to attempt

...

any day, collaboration is something that we're trying to

...

define.

...

reliability. Well,

...

it's difficult to work with people who are not reliable

...

So how about which we tried to pick apart this?

...

agility because this time actually has come to to mean

...

different things to different people. What does it mean within

...

the context that that you're looking at

...

I think that the agility context is really about

...

not so words

...

But

...

It's really about

...

trying to keep

...

your

...

focus

...

on what do you wanna do and try to do it

...

the best of your ability

...

while improving it and while learning from it,

...

Okay. Without

...

starting with the

...

with the pre concept with a pre settled

...

are notion of

...

of infrastructure that you need to build to solve a problem.

...

because it may be

...

the minute you you sit down to to solve the problem. The infrastructure may already be out of date. Right?

...

Yeah. Know, exactly,

...

what it's what ...it's the problem of

...

you know, many automotive companies who trying to dismiss

...

the the mobility platform

...

as a notion, which is existent, which is there, which is a big business.

...

because it doesn't fit

...

you know,

...

the capital investments.

...

It's block pasta

...

seeing, you know, rise of media,

...

streaming and saying you wow. But we are

...

you know?

...

the king of Dvd rentals.

...

what's swear Agility

...

It's the ability of faster moving

...

and every adding, of course, resilient operation of

...

system.

...

wherever which allows you to take certain and decisions

...

by focusing always

...

on the branch, who is your consumer, with your customers and

...

wherever are they going? What are they doing? And what can you do for that?

...

to show their problems.

...

So you you can't have that without

...

smoothly functioning internal communication

...

I mean, that just will not happen. And

...

you can't have it without

...

the you know, top management actually saying, well,

...

we are not going to

...

do things or not to do things or else or specifically

...

choose not to do things because they ...as you said,

...

don't fit the desired Roi on a carpet

...

investments

...

because if we stick through the

...

the root that we

...

stress strategize out twenty years ago for those capital investments

...

we are going to end up at the edge of the pre.

...

but that takes

...

that takes a degree of courage. I mean,

...

guarantee. It it it it requires trust

...

An enormous amount of trust.

...

and a collaboration, which is

...

smooth

...

and a decision making, which is

...

fairly decentralized.

...

All of those things are in fact, ana

...

anybody with an Mba, that's more than twenty years old.

...

What? That will be me yet.

...

Yeah.

...

Okay.

...

I'm sorry I graduated in two thousand and

...

please. So

...

you're you at the exception.

...

you are the exception. Now. But at the risk of risk of of

...

of, you know, drawing

...

a general sort of conclusion

...

we're coming back yet again to

...

the discussion that we've had many times

...

which is one of of how do we update ourselves?

...

so that we actually fit into the current strategic

...

context

...

they, you know, the situational awareness

...

of the reality that that that surrounds us versus

...

what we learned in business call, twenty years ago.

...

Yeah. I and

...

the

...

We had the discussion me and, some time we go

...

If you wanna be

...

future ready

...

you need to have and that's, you know,

...

And by the way, I know

...

your reaction when we talk about soft skills and hard scales

...

I'm not gonna even go there. But in terms of competence,

...

your ability to be future ready.

...

It's not where you come from

...

It's your ability to

...

and unlearn

...

and and forget about the pasta.

...

of course,

...

between court and water.

...

and and be ready for the future.

...

because everything it's moving

...

so quickly, and it's so ambiguous use, and it's so complex.

...

that

...

In fact, I think it's Bce

...

plenty of Mba? Oh,

...

where's this

...

we're developing these research

...

on learning, say servants.

...

Oh now organization is to

...

create to be future proof for the ability

...

two for people two

...

you know, learned what they will brought them there.

...

And rhythm new things. You asked

...

but new for the next five years.

...

So what were some of the

...

If you remember, of course, what were some of the mechanisms that

...

they employed to

...

encourage people to cooperate and cooperate

...

in this in this process of

...

i'm learning and learning

...

in terms of from my collaboration point view, I think

...

the beauty of it, it's a it's a shared process.

...

Okay. So it's really about

...

doing it as a team to be able to

...

create a function in team, which is

...

future proof. So

...

that helps because

...

it puts everybody in an awkward court position

...

it doesn't create any internal competitive advantage

...

and everybody can contribute

...

to the teams are learning and

...

new learning every learning from scratch.

...

Well, because these are these are highly competitive

...

So collaboration is key.

...

environments. Right? These are these are environments where people

...

actually in a race against each other.

...

often,

...

Yes. And it's also because

...

delays never ends

...

you know, if you are a a good marketing that

...

then you're trying to prove that you have potential to become

...

market in vice president

...

when you are a good market in vice president, you're trying to become a

...

Gmo.

...

And the every level up, of course,

...

because organizations are built like Peter means

...

you know, there is a number of

...

people who

...

Don't move.

...

up

...

so there is competition at all levels.

...

from that

...

So how do you create collaboration with it within that sort of

...

atmosphere.

...

by making collaboration a key

...

So what do you what what do you need to

...

what you need to destroy

...

let's say

...

to be able to

...

what you need to destroy

...

what you need to break in order in order for

...

people to collaborate where in fact,

...

by design and by nature, they would be more inclined to

...

to be in competition.

...

I I would think that

...

one

...

g is

...

Pin performance need to become a system point

...

as important specified performance.

...

And there is, of course, a degree of am ambiguity eighty in the two of them,

...

but the more people go up the more their performance

...

needs to really be

...

the performance of their transition organization

...

the.

...

Okay.

...

So i we are we talking about a sort of a football team dynamic more or less?

...

I think it's a it's

...

a brought in dynamic with, you know,

...

with the train

...

for the football team.

...

the at the end of the day, you know, if

...

the team wins. It's the team.

...

score the more others. But

...

so many times. The team loses because the train of

...

prepared that him well enough

...

So in fact, you can't have

...

for that specific match or strategy this work.

...

you can't have collaboration unless you plan for collaboration. Right?

...

for we plan for collaboration. I think the other address aspect is

...

you need to, you know,

...

think and instruction and

...

and

...

create a process for collaboration.

...

a process for collaboration

...

doesn't work.

...

when

...

There is too much focus on

...

certain members of the team, which is possible

...

it is and negative on on other members of the team, Meaning that

...

at the end of the day,

...

when you are learn and we live it's

...

like innovation to to develop

...

something truly innovative

...

failure comes first.

...

It's very unlikely that you're gonna create

...

a brand new industry at your first attempt.

...

Okay.

...

Well, that's

...

that's so so it's so it's

...

planning for collaboration.

...

and also expecting that to be some

...

growing pains along the way. Right?

...

Exactly. And

...

if failure

...

it's

...

it's a problem from it.

...

process in a system point of view from a reward impact view

...

then then that

...

collaboration is gonna fail.

...

because then people are gonna start pointing senior said each other,

...

they're gonna start thinking more about their own carriers.

...

And

...

the threats of the impact of a specific team rather than the opportunities of being

...

nothing and so not for.

...

so we really ...are we really are talking about a a complete

...

redesign of large aspects of

...

what we call management

...

starting at the very basic

...

human

...

person to person

...

psychological

...

elements of this of this complex system. Right?

...

I think that

...

Yes. And you're seen the change because if you see how

...

accelerators in corporate

...

specifically

...

inside companies.

...

inside, companies have, you know,

...

grown It that's really to me.

...

organization the top of the transition, say, look,

...

we are not gonna change the whole company

...

but we wanna create this new business

...

which are gonna be the company of the future.

...

So

...

we you know, we put them

...

close enough.

...

to build villages and

...

you know, to create a process of osmosis, but

...

far enough from each Other is a the big guy doesn't killed the small guy.

...

So

...

there is an element of self selection in in in that many people

...

Yeah.

...

don't get picked by the boss. Okay? You

...

of that desk of you go to the

...

you know, corporate accelerator or incubator

...

people actually come up

...

and say, can I please join? Right?

...

Yeah. Or either way,

...

I remember for example few day

...

being already

...

fifteen years ago, they wanted, you know they had

...

some of the people moved to the

...

because they wanted to have the kind of experience

...

more intra the type of experience

...

and some other

...

joined it because they were asked to

...

by your organization.

...

because the organization it was better for them.

...

Interesting.

...

to be part of that experience, and then create the business from scratch.

...

One wonder is what happened

...

to those who said actually no I'm quite happy what I am. Thank you.

...

No.

...

But maybe that's that's that's another story.

...

So it seems that there are some elements

...

building blocks for effective corporation

...

it seems that this is not something where you can simply direct

...

but you can actually you have to

...

actually consciously

...

work with the right people

...

we you have to design for it.

...

you have to give enough trust and enough leeway

...

for the

...

this this new mode of working to actually

...

get better and and and produce results.

...

all this

...

seems within than

...

organization a within that with the neck ...you know,

...

company or say, you know a public administration body

...

it seems like an awful lot of planning and investment

...

and expectation

...

which

...

doesn't really fit

...

your, you know, quarterly performance reviews and and

...

and, you know, financial statements, particularly well.

...

what have been other than other than this experience that Phillips

...

which is was unusual because, of course, phil was an unusual company.

...

would have been some of the examples of all this

...

coming together, particularly well that you have seen

...

because it's it's a hell of a hard job to actually make this

...

like this work. Right?

...

Yeah. Know. It's

...

But I think there this plenty of companies have

...

you know, build grown and evolved

...

in different directions.

...

Because at the end of the day, yes, you know, especially when you listed on the

...

stock market

...

you need to have the operational ability to results of months.

...

Okay. And there is no way around it.

...

But on the other end,

...

a lot of the

...

stock value and stock valuation

...

So whatever pieces the

...

Dna investors and the analyst

...

of the stuff mining we get

...

it's really

...

future growth.

...

It's the industry that you're gonna create

...

theme that you're gonna dominate

...

it's it's the work you're gonna be doing in the future, which

...

I think in These age, it's in necessary

...

you know, condition.

...

So if you are Mcdonald's,

...

Okay. You're

...

quarterly performance. It's about your carbon business dismiss.

...

but investors also wanna know what you're gonna be doing about, you know,

...

protein based meet in the future because that's the

...

that's where the assumption of the future

...

it's going from a number of regions.

...

whether they believe it's sustainability when it's opportunistic whether it's

...

dream worshipping, but it is what it is. So

...

ultimately, change is coming right, and you can't

...

address it without really figuring out

...

how to look at straight you know, square the face.

...

and and try to make sense of of what's coming, and you can't do that.

...

within them

...

the current structure and the current organization

...

so in so to make it

...

make it possible for the company as a whole.

...

to thrive in this

...

uncertain crazy

...

world that we've we we've built

...

Yeah. You know, I was ...that the

...

actually you need need small tape. Do you need small teams of people?

...

Is it this the size of the team that that

...

is a governing principle here.

...

I even know whether the size of

...

team it's the it's the prince

...

principles, and I don't know whether the size of the team is effective because

...

Again of the day,

...

you know, certain cases,

...

there was a a a professor of Yes

...

you know, speaking of Mba, great great guy,

...

full

...

you know, build a book brought a book and the concept of thirteen

...

that innovation in large musicians could only happen

...

you know, if you had the a small team,

...

we was basically keeping every everybody else i

...

on operation of stuff, and they could come up with ideas in

...

created years and get them rolling until they were big enough

...

so that change with in any anyway.

...

regardless remove the company you won't

...

I don't know whether that's the most effective

...

way and I think that events a lot on the culture of the company.

...

I mean,

...

in april when steve jobs was there

...

the only change that could happen was

...

the change steve jobs agreed on.

...

Okay. In

...

in practicing gamble back in here two thousand. And when I start

...

make idea of the, you know, they a decision of creating

...

new business development some the

...

the whole rise of open innovation

...

happen

...

and they were, you know,

...

team of d marketing and

...

command research.

...

won't would work on your businesses.

...

suppose to the R d guys who were focusing on

...

optimizing the carbon businesses and making sure that we

...

the loan intelligence would be

...

that more performance with the new benefits

...

of the red option that we were introducing every year and so and.

...

and and some very big business actually,

...

generated from these opportunities.

...

oh

...

it is true back then, the size of the promotion person

...

the bigger the team the more

...

eight to everybody, the the more the thing could be effective.

...

you know, that's of

...

delivering what they wanted to do.

...

Was it the case there of

...

I know seen not organization It's actually the opposite.

...

was it the a case there two of

...

we can only

...

innovate

...

effectively, if we don't tell anybody,

...

was the rest of the organization aware of what

...

these the small teams we're doing

...

No. No. They were

...

they were actually crime claim in the sense

...

everybody knew what these guy is

...

they these guys exist and nobody was necessary.

...

for reasons of what they were working on that

...

but they had more resources

...

and they everybody wanted to be part of those

...

seems because they were kind of the of the organization.

...

So quite or trial from self generation in that sense.

...

So

...

to wrap up. It seems that getting people to

...

effectively work together, which, of course, is the

...

the basis of of all management, but

...

in this current day and day age where

...

we are flooded

...

with stimulate and

...

problems and

...

shifting context and everything else that you can imagine. There's a

...

there's a long list

...

of factors within which

...

we need to operate as

...

companies are, you know, public administration bodies, And, of course,

...

at the planetary scale

...

it kind of

...

depends. Right? I mean, it is still down to

...

the human element is still down to psychology to still

...

down to the people who

...

running the show, so to speak

...

being

...

wise

...

saga celsius, dare I say in their decision making,

...

And, ultimately, it is down to

...

making us the

...

unlikely heroes of the story.

...

want to work together.

...

And that has always been a struggle. Hasn't it

...

I think that the

...

did

...

It's a complex issue because it's

...

phone the crossroads roots of

...

you know, technology she is

...

personal you know, development and

...

opportunities it is bottles

...

ability in

...

create share share sense of purpose.

...

And believe, you, addition should let you know, institutional

...

in the form of

...

media outlets and politicians exploiting in them. So

...

I think at the end of the day,

...

if you really wanna trigger your collaboration,

...

you know,

...

teach people to be anti

...

to understand empathy to listen before they speak.

...

and gives them a shared sense of purpose.

...

then it's part of our Dna

...

they will find the firm the technology opportunity

...

to collaborate.

...

sounds like all the things that

...

our grandmother would would say, were,

...

important.

...

everything changes and nothing changes. Right?

...

I mean, technology changes, but, you know,

...

But

...

we haven't evolved that much

...

Not that quickly. So psychology hasn't hasn't caught up.

...

Thank you. Martin. It has been

...

a pleasure as always to chat

...

and the

...

my month.

...

Thank you. Then this has been the Global studio.

...

we up

...

here on Fireside with interesting humans.

...

Every Friday at different time to fit in with time zones and people's

...

ability to open up their varies

...

But we do, of course,

...

keep a list

...

of all of the

...

published programs on side global

...

just ahead for discover, and you will find us in

...

Thank you for listening, and we will catch

...

Next Friday.

...

thank you enough

Fortune Cookie