On September 9th, 2015, Leandro Herrero (@LeandroEHerrero) explored Viral Change and antifragility.
Leandro Herrero is an Architect of Organizations who focuses on organization change (orchestrating large scale, grassroots, and behavior change), culture, leadership, and innovation as he champions the quest for Building Remarkable Organizations. Leandro embraces “shaping tomorrow’s organizations today” and “making today’s organizations remarkable” — “We don’t do ‘small difference’ – if this is what you have in mind, don’t hire us.”
In his books Viral Change and Homo Imitans, Leandro Herrero introduces The Viral Change Mobilizing Platform.
After re-structuring, re-engineering, re-sizing and re-designing, the forgotten ‘re’ are renewal and reinventing.
Granted, some of these journeys may require changes in structures and processes. But the ultimate real change is behavioural.
Any 21st Century organization, big or small, . . . needs an engine of change and transformation, a permanent capability for change-ability, more than the one off method of ‘going form A to Z’. It needs a modern, flexible and powerful Organization Operating System.
The Viral Change Mobilizing Platform provides the conditions for sustainable, large scale behavioural and cultural change. Viral Change is the antithesis of the old traditional ‘management of change’. It is a mobilizing platform, not a method in the traditional way. A platform that provides the behavioural DNA for the organization and that creates an unique Organization Operating System.
We explored how antifragility and Antifragile Organizations may be powered by The Viral Change Mobilizing Platform — including how he’s interpreted the concept of Antifragility, translated his interpretation into practice, and the results and impacts of his efforts!
The recording is available here and see here for all Antifragility Panels/Webinars!
The conversation explored:
- Viral Change
- A Counter-Revolution . . . the New Change . . . Change that Changes Itself
- Antifragile = “Gain from Disorder”
- Three types of Organizations (audio): Non-responsive, Responsive, and those that Renew/Reinvent-themselves (Antifragility . . . Post Traumatic Strength Disorder. Untreated.) — here and here
- Three aspects or characteristics of Antifragile Organizations (audio)
- Enabling Architecture: Reconfigurable/flexible structure; Co-existence of models; Constantly imperfect/unfinished by design — very similar to the Context aspect of Operationalizing Antifragility
- “Self-management is not the answer to everything”
- “The art of management is how to host diversity”
- Operating System (how you operate): Decision making; Social algorithms (culture); Reward and recognition; Shared knowledge; Reboot system (reset/renewal) — very similar to the Dynamics aspect of Operationalizing Antifragility
- Mobilizing Platform (platform that mobilizes people): Behaviors (small, non-negotiable set) (Obsessive focus on behaviors); Influence (peer-to-peer social copying) (Choosing influence that can scale up) [tribal and activism]; Networks (designed informally) (Taking care of informal social networks) [re-calibration, “You don’t need more teams or more committees”]; Stories (social reinforcement, step success) (Stories: creating a new narrative) [bottom-up and humble narrative]; Leadership (distributed, backstage) (‘Backstage’ leadership) [triggering the activism] — very similar to the Evolution aspect of Operationalizing Antifragility
- “Whether you call it change or not is really not interesting anyone . . . its just the way the organization works everyday”
- Redundancy (not waste): “A bit of inefficiency is very efficient” and “The slack advantage: ‘The minute the future becomes unpredictable, efficiency can become your enemy’.”
- ‘Build to last’, to use the title of a prominent bestseller, better described as a Bible, is dead.
- “Build to last” but not too much — longevity (stability) does not have a place today
- Anything to an extreme (fundamentalist) is problematic!
- “Restless organizations . . . to look beyond what is obvious”
- “How to get started towards achieving greater antifragility? Experiment (don’t transform)! Or transformation through experimentation!” (audio)
- “What should organization stop doing? No more teams, no more structures, and no more initiatives! Teams are done! Structural aspect is easy! No more layers of formalization!”
- This Idea Must Die (John Brockman)
- “Traditional Management is Done!” (audio) : “The ‘Answers’ to management have to come from outside of business . . . traditional management has been blind . . . arrogant . . . we need to be humble . . . good critical thinking (not in very high supply in management)!”
- Summary (audio): “We need critical thinking . . . critical eyes . . .humble . . . courage!”
For more insights see LeandroHerrero.com.