eco-systems that scale Self-managed ecosystems - A few thoughts Rinka Singh "If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea" - Antoine de Saint Exupéry
This presentation is about building self-managed teams. Self motivated and self managed teams are extremely effective once they are clear about their directions and require minimal management support. The interesting part is the surprises they are capable of. While most surprise on the upside, one can watch for and manage possible negative impacts.
Team members report an extremely positive experience and talk nostalgically about it through their lifetimes.
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eco-systems that scale
Self-managed ecosystems - A few thoughts
Rinka Singh
"If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the
endless immensity of the sea"
- Antoine de Saint Exupéry
Who needs managers...
How to create an Ant-hill
• Pheromones in body waste• Wander but prefer direction of
pheromone• At each step decide to deposit or
carry• Full termite will drop waste• Will drop if high pheromone
concentration
Complex systems...• Video showed people acting without leadership.• Ants have no leader, minimal intelligence
What's happening here...
Emergence happens if...• Objects are committed to interacting• Have common rules and common goals...
Complex systems – my favourite example...
• Basic sub-atomic particles + forces
• They come together form atoms, elements – limited number
• Atoms form molecules. A similar set of atoms...• One combo. of organic molecules forms petrol
• Another combo. makes a human being.
• Basics same; end result completely different.
• And Finally, we try to make sense of basic particles – recursion on the grandest scale!!!
Starfish and the spider
The Starfish and the SpiderThe Unstoppable Power of Leaderless Organizations
Ori Brafman, Rod Beckstrom
ISBN 1-591H4--143-7
Starfish and the Spider – properties• Flexibility – mutates as needed
• People want to contribute
• Effectiveness improves over time – in fits & starts
• Gift economy – pay forward
• Key properties enabling such eco-systems
• Circles – functionally independent
• The catalyst
• The ideology – goal, values, philosophy, rules
• Leverage a pre-existing network
• The Champion
SPIN Bangalore http://bspin.org/
• Formed in '92 as SQA Bangalore
• Cofounders: Indradeb Pal, Haridas, Rama Rao
• Goal: Improving quality of software out of Bangalore
• Became SPIN to leverage the SEI-CMM work
• I joined in '97 – 15 SPIN members
• I left in '05 – 3000+ members (managers, VPs...)• Bangalore has largest concentration of SEI-5 Orgs. in the world.
• 1990's: The early days – just talks• Early – 05 Growth – Special interest groups• 2005: Next steps – dissolved the core-group• SPIN Bangalore today• Multiple SPINs in India – most cities.• The NASSCOM perspective
Lessons from SPIN - successes• Almost all of SPIN's events were free
• Pay forward – huge emotional deposit
• Contributions exploded
• Clear model with common philosophy• Philosophy demonstrated in action
• Ensured right people stayed, wrong people left
• Over time impacted people behavior
• Peoples' commitment was to attend and support.
• Gave up control...• Multiple SPINlets across Bangalore – 5 today.
• Many, many more become leaders – they all innovate
• Growth much faster & sustainable.
Lessons from SPIN - failures• Successful SIGs: Benchmarking, KM, Infrastructure
• Failures: PM, SME...
• Not aligned with SPIN members' skills
• We didn't find a good problem worth solving
• Successful SIGs were around best practices
• SPINs not as successful – Delhi, Mumbai, Pune• Led by quality consultants: SPIN for business generation
• We stayed led by our major stakeholder: the end consumer
• Couldn't build deep relationships with NASSCOM, CII
Center for Learning http://cfl.in/• 20 teachers left Valley school in '91
• Unhappy with how K's teachings followed
• 65 students, 25 teachers.• No principal – decisions made in consensus
• Major guiding principle – question everything Including Krishnamurthy– They explicitly state – they have no philosophy
• The interesting part• if you can't align – extremely uncomfortable & painful.