Rock Bands, Guitar Heroes And Management Theory

&MANAGEMENT THEORY

STEPHEN P. ANDERSON

poetpainter.com

viewZi

V.P. of Product Strategy & Design

I WORK WITH A GREAT TEAM AT VIEWZI...

Management Theory

Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.

What do you do for a living?

Question #1

Are you experiencing conflict or dissatisfaction at your work?

Question #2

(Great. this presentation is for you!)

Wherethisallstarted...

me, c. 1990

me, c. 1994

George Lucas

Gene Roddenberry

RIPPING OFF...?

RIPPING OFF...?riffing!

Management Theory

Management in business and human organization activity is simply the act of getting people together to accomplish desired goals.

THE PROBLEM WITH MOST MANAGEMENT THEORIES:

they treat all people the same...!

Is Apple onto something that other companies aren’t?

Over the past 100 years, management theory has followed a smooth trajectory, from enslavement to empowerment.

Taylorism

“Google-ism?”

“

Jobs, by contrast, is a notorious micromanager...

At most companies, the red-faced, tyrannical boss is an outdated archetype...

“

Huh?Google bad? Apple good?

The simple, obvious truth is that both Apple and Google have atypical strategies and cultures, and both companies have achieved atypical results. Imagine that.

“

Different personalitiesDifferent strengths (and weaknesses)

Different needsDifferent businessesDifferent customers

Different partners+

=

Different personalitiesDifferent strengths (and weaknesses)

Different needsDifferent businessesDifferent customers

Different partners

Different work cultures!

+

=

4 WORK CULTURES:

4 WORK CULTURES:As we go through this, ask yourself “Which culture am I working in?” “Which culture do I work best in?”

THE FRONTMAN

THE FRONTMAN

THE FRONTMAN

“power”

THE FRONTMAN

“power”

DaveGrohlThe “Frontman”


In October of 1994, Grohl scheduled studio time,

again at Robert Lang's Studio, and quickly

recorded a fifteen-track demo. With the exception

of a single guitar part on "X-Static" played by

Greg Dulli of the Afghan Whigs, Grohl performed

all of the instruments himself...Grohl's demo was given a professional mix...and was released in July of 1995 as the Foo Fighters' debut album.



In the midst of the initial sessions for the Foo

Fighters' second album, tension emerged between

Grohl and Goldsmith. According to Goldsmith,

"Dave had me do 96 takes of one song, and I had

to do thirteen hours' worth of takes on another

one. ... It just seemed that everything I did

wasn't good enough for him, or anyone else."

WHAT BUSINESSES REPRESENT THE

FRONTMAN CULTURE?

typical of small companies & startups, but...

FRONTMEN?(AND WOMAN)



Jobs, by contrast, is a notorious micromanager. No product escapes Cupertino without meeting Jobs' exacting standards, which are said to cover such esoteric details as the number of screws on the bottom of a laptop and the curve of a monitor's corners. "He would scrutinize everything, down to the pixel level," says Cordell Ratzlaff, a former manager charged with creating the OS X interface.



George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that.

-Henry Gilroy, Story Editor/Writer

George is the Alpha and Omega, and is involved in the story from beginning to end. On The Clone Wars that means from the initial story idea until the final sound mix. I new from the moment I got the job that The Clone Wars was going to be George's show. My job was to execute his vision and I have aways tried my best to do that.

-Henry Gilroy, Story Editor/Writer

...we had no idea how often we'd see George or how heavily he'd be involved... He's spent a lot of time with us and we've gotten to know him pretty well. He's great to work with. We're learning, really learning, a lot. I've never worked for somebody who's made me think outside of the box. That's the only way to accomplish the amazing things that need to be done on this show.

-Catherine Winder, Producer

"What separates us from other camera companies is that the vision guy is the decisionmaker... That was one of my biggest advantages at Oakley, and it's the same at Red—I'm in the trenches, in the product development, and I make the final call. Red is a benevolent dictatorship."

-Jim Jannard

CHARACTERISTICS

the boss is the one with the vision,(you execute on that vision)

CHARACTERISTICS


It’s about “Who you know”

CHARACTERISTICS



decisions are made quickly

CHARACTERISTICS




decision making = imitating what the boss would do

CHARACTERISTICS





you learn by trial and error (not analysis)

CHARACTERISTICS






decision making is more often on instinct

CHARACTERISTICS







cheap to run - low admin costs

CHARACTERISTICS







cheap to run - low admin costs

the Media loves this archetype

CHARACTERISTICS

WEAKNESSES

succession is a problem

WEAKNESSES


quality of decisions is dependent on the frontman (and their immediate circle)

WEAKNESSES



disagreements with the Frontman can be disastrous

WEAKNESSES




Frontmen tend to frequently change priorities and focus

WEAKNESSES




Frontmen tend to frequently change priorities and focus

It’s difficult to influence the Frontman, but s/he will be influenced by external peers

WEAKNESSES

“clubs of like-minded people introduced by like minded people”

THE ORCHESTRA

THE ORCHESTRA

THE ORCHESTRA

“role”

THE ORCHESTRA

“role”

WHAT BUSINESSES REPRESENT THE

ORCHESTRA CULTURE?

uh... most businesses?

D’oh!(Sorry, this slide contained a videclip.)

“Cogs in the machine” clip from The Incredibles.

93MINS

12.5HOURS

93MINS

12.5HOURS

93MINS

12.5HOURS

CHARACTERISTICS

values order, rules, reason

CHARACTERISTICS


working your way to the top is a goal

CHARACTERISTICS



stability & predictability are encouraged

CHARACTERISTICS




people truly are a “human resource”

CHARACTERISTICS





power is hierarchical (and defined at the top)

CHARACTERISTICS






decision making is highly analytical

CHARACTERISTICS







training is encouraged (to mold different types of people)

CHARACTERISTICS







training is encouraged (to mold different types of people)

authority comes from your title/role

CHARACTERISTICS

WEAKNESSES

inability to respond to change

WEAKNESSES


tendency to be overly bureaucratic and inefficient

WEAKNESSES


tendency to be overly bureaucratic and inefficient

not good at inventing or innovating

WEAKNESSES

http://www.toothpastefordinner.com/070806/manager-set-list.gif



great family

good benefits

stability

leave at 5

clear separation of work/life

you know what’s expected of you

chance to move around within the organization

access to resources (professionally & personally)

big budgets

ON THE BRIGHT SIDE

“excellent, when one can assume tomorrow will be like yesterday”

THE ROCK BAND

THE ROCK BAND

THE ROCK BAND

“task”

THE ROCK BAND

“task”


“Dueling Guitars” clip from August Rush

WHAT BUSINESSES REPRESENT THE ROCK

BAND CULTURE?

MOST CREATIVE TEAMS

advertising agencies

theater groups

improv groupsagile teams

screenwriters

design agencies

consultancies

Highly recommended! ) >

CHARACTERISTICS

concerned with the continuous and successful solution of problems

CHARACTERISTICS


performance = results

CHARACTERISTICS



culture recognizes expertise as the base of power or influence (vs age, length of service, or closeness to owner)

CHARACTERISTICS




good environment - if you know your stuff

CHARACTERISTICS





you need talent, creativity to thrive

CHARACTERISTICS






desire to help, rather than exploit when in trouble

CHARACTERISTICS







variety (not predictability fuels this group

CHARACTERISTICS







variety (not predictability fuels this group

work well, when venturing into new situations

CHARACTERISTICS

WEAKNESSES

often have a short life span

WEAKNESSES


excessive independence can lead to irresponsibility

WEAKNESSES



repetition = death (bored by certainty)

WEAKNESSES



repetition = death (bored by certainty)

often very expensive to run

WEAKNESSES

“ask [this group] to manufacture pencils they will invent the best (or most expensive?) pencil known, or disrupt the process, or depart”

“Problem solving is a fine method of influence inside the task culture, but to influence another culture you have to play its games.”

“If I knew the answer to the problem before we started, I wouldn’t take on the project...”


Series of clips from The Pixar Story (documentary)

commenting on various aspects of a rock band culture

OPPORTUNITY FOCUS

OPERATIONS FOCUS

Innovation!

Efficiency!

Revenue through cost savings

Revenue through new lines or higher

margins

Business Maturity Cycle

TIME

PR

IOR

ITY

THE ROCK STARS

THE ROCK STARS

THE ROCK STARS

“individuals”

THE ROCK STARS

“individuals”

THE SMITHS

ELECTRONIC

THE THE

MODEST MOUSE

THE CRIBS

JOHNNY MARR AND

THE HEALERS

session musician and writing collaborator for artists including

Billy BraggBryan Ferry

Talking HeadsPet Shop Boys

BanderasKirsty MacColl

MoodswingsK-Klass

ElectrafixionM People

BeckTom Jones

Bert JanschNeil Finn

OasisBeth Orton

The CharlatansPearl Jam

Quando QuangoKarl Bartos

Lisa GermanoJane Birkin

Transit KingsCrowded House

Girls AloudThe Pretenders

Black Grape

THE SMITHS

ELECTRONIC

THE THE

MODEST MOUSE

THE CRIBS

JOHNNY MARR AND

THE HEALERS

WHAT BUSINESSES REPRESENT THE ROCK

STAR CULTURE?

most professionals- doctors, lawyers, architects, academics, consultants, etc.

A really bad caricature of the ‘Rock Star’...


“Miles Finch” clip from Elf

CHARACTERISTICS

are in charge of their own destinies (they choose the projects they want to work on)

CHARACTERISTICS


are valued for their expertise, and can often command a premium for that expertise

CHARACTERISTICS



exist to help to the organization / the organization exists to help achieve his/her purpose

CHARACTERISTICS




tend to give up a job when they are a total master of it

CHARACTERISTICS





resent attempts by organizations to plan their futures

CHARACTERISTICS






value personal freedom above all else

CHARACTERISTICS






value personal freedom above all else

want to personally make a difference in the world (but aren’t sure how)

CHARACTERISTICS

“this is the culture preferred by professionals. They can preserve their identity and their own freedom feeling owned by on.”

WEAKNESSES

expertise can lead to poisonous, idealogical wars among its professionals

WEAKNESSES


many Rock Stars are also divas (and difficult to work with)

WEAKNESSES



prone to conflict when others don’t see things their way

WEAKNESSES




difficult to influence or change

WEAKNESSES




difficult to influence or change

difficult to manage

WEAKNESSES

THE RELATIONSHIP BETWEEN THE ROCK BAND AND THE ROCK STAR...

Rock Bands Rock Stars

Do I want to do this?How will this help me grow?

I’m really excited by this idea!

EX

PE

RIE

NC

E

THE DUO?

Page / PlantLennon / McCartney

Morrissey / MarrBono / The Edge

Gilbert & SullivanGeorge & Ira Gershwin

Richards/Jagger.StevenTyler/Joe Perry

Rodgers and HammersteinRoger Waters/David Gilmour

Burt Bacharach/Hal DavidThom Yorke/Johnny Greenwood

Glenn Fry/Don HenleyStevie Nicks/Lindsey Buckingham

Ann & Nancy WilsonChris & Rich Robinson (Black Crows)

Jerry Garcia/Bob HunterRick Nielsen/Robin Zander

“Which culture am I?”


“I work for X”

“I work with Y company or organization”

“I am in [marketing], with W. company”

“I am a [developer]” or “I [design Web sites]”

Question #1


“I work for X”




Question #1

frontman


“I work for X”




Question #1

frontman

orchestra


“I work for X”




Question #1

frontman

orchestra

rock band


“I work for X”




Question #1

frontman

orchestra

rock band

rock star

This is a diagnostic tool, for understanding organizations

Many organizations exhibit all cultures

Organizations will have one dominant culture.

This is a helpful tool to understand and navigate between these groups

CLARIFICATION:

APPLICATIONLet’s mix and match...

"How do I manage a maverick employee?"

"How do we prevent attrition following a merger & acquisition?"

“Why are my boss and I always at odds?"

"How do I manipulate that VP who is in the way of this project?"

"Why am I so unhappy in this position-- I thought I'd be happier..."

"What is the ideal job for me?"

“Why did our company look outside for the new CEO?”

“Can we grow our creative group without losing what makes us special?”

“How do we balance a focus on optimization and innovation?”

“I though hiring that [rock star] would give our small agency a creative kick in the pants-- why did this backfire?”

“How can our large enterprise company support entrepreneurial ideas?”

“How do you manage the creative process? (and control costs)”

“How does a corporate company like ours attract top leaders in the industry? How do we retain them?”

“Why does someone who is a high-performer in one company, do poorly elsewhere?”

what happens to visionaries inside corporate organizations?


Video clip from The Pixar Story (documentary)

commenting on John Lasseter’s days at Disney in the 70’s

YOUR TURN!

0.

When I was at Yahoo!, I was head of practice development for design. The company had 60+

product teams, each operating as a little business of its own. My job was to look at each of

these product groups, many of whom were acquired through acquisition, and try to find best

practices. And then use those learnings to shape a perspective on how Yahoo could use

design at a corporate level in order to compete more effectively.

A lot of this work was predicated on the (well founded) belief that 60+ product groups doing

things differently wasn’t very efficient. Perhaps we could take some of the practices of those

product groups that were most innovative, and use those to develop core processes that

would help the whole company. So I went around looking at the different products these

groups were creating. I studied the artifacts they made and observed how they worked

together. And I participated in their culture, sometimes even making things with them. I divided

them into quartiles, those doing really innovative work to those barely keeping up.

Well, after studying these groups, I found some surprising things. First, that the groups doing

the most innovative work weren’t necessarily the biggest, best funded groups. And they didn’t

necessarily tend to be the ones staffed by the “best” or most experience product designers,

engineers, and managers. I also learned that there didn’t tend to be much useful knowledge to

be abstracted about the processes they used. Two or three or six groups would actually use

very similar processes, but to different results. What worked for one didn’t tend to work for

another.

But one of the most important similarities I saw in the most successful groups was that they

tended to share a lot. Not to market their ideas internally for the sake of winning people over to

their point of view. Not getting people onboard with their agenda. But being excited about

their work, and talking about it. That talking about it tended to create relationships with other

people that made them more efficient in accomplishing their work. It exposed people to ideas

about the work and allowed for discussion about the things that were exciting and original

D’oh!you had to be there!

Attendees were given case studies for small group discussion.

FOR EACH:

1.Identify the work culture(s) involved

2.Identify the source of the conflict

3.What would you do in this situation?

LESSONS:

1. One size fits all management is absurd


• different people



• different contexts




2. Understanding organizational cultures is a good framework for thinking through issues





3. Big business needs help with innovation






4. The role based culture is not appropriate for creating breakthrough innovations







5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)







5. These role based cultures need to understand and how to attract and embrace entrepreneurs, creative teams, and rock stars (people who don’t slot into defined roles)

6. These innovators in turn need to value the role of maintenance and execution

7.Common to all these cultures is the importance of having a shared belief system-- something everyone believes in!

VISION

MANTRA

MISSION

SHARED SENSE OF PURPOSE

RAISON D’ETRE

STRATEGIC INTENT

BHAG

“PUT A MAN ON THE MOON”

http://www.poetpainter.com/thoughts/article/why-i-am-not-a-manager



Stephen P. Andersonwww.poetpainter.com

www.slideshare.net/stephenpa

http://www.poetpainter.com


http://www.slideshare.net/stephenpa


Stephen P. Andersonwww.poetpainter.com

www.slideshare.net/stephenpa





Date post:	17-Oct-2014
Category:	Technology
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Rock Bands, Guitar Heroes And Management Theory

Technology