Yves Morieux: How too many rules at work keep you from getting things done
Yves Morieux - Consultant
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape. Full bio
[winner] in economics, once wrote:
but in the long run,
that are "almost everything."
of the prosperity of a society.
five percent per annum
one percent per annum.
the technological innovations
and communication technologies.
three percent per annum,
as well-off as its parents'.
to double the standard of living.
will be less well-off than their parents.
to antibiotics, to vaccination --
that we're facing at the moment.
in the productivity crisis.
about efficiency --
in management --
for human efforts.
in companies, in the way we work,
try to learn to work better.
to look at it, to prove it.
takes a little while,
and also faster -- it's a race.
to an average team,
in the 100-meter race,
of the US runners,
3.2 meters ahead of the French team.
is in great shape.
ahead of the French team,
towards the end,
the fourth US runner, is ahead.
the gold medal in the 100-meter race.
the second runner in the US team,
on the US team are not bad, either.
the war for talent.
is trying to catch up.
the slower one did.
to make the French look good.
it's not archeology, either.
is worth more than the sum of the parts."
this is not philosophy.
intelligence in human efforts.
contributes to the efforts of others.
we can do more with less.
when the holy grail --
about the lack of clarity.
to clarify the roles, the processes.
on the team were saying,
really start and end?
there is someone to take it or not.
to put accountability
for this process.
since passing the baton is so important,
clearly accountable for passing the baton.
the baton from one runner,
we pay more attention
the conditions to succeed.
put in organization design --
organizations able to fail,
accountable when we fail.
at that -- failing.
you have to do it at the right time,
energy in your arm.
will not be in your legs.
of your measurable speed.
to the next runner
to signal that you are arriving,
can prepare, can anticipate.
that will be in your throat
eight people shouting at the same time.
of your colleague.
in slow motion,
be great for her own speed --
arm, eye, brain.
the third runner passed the baton?
that will give us the answer.
of their measurable performance,
their attention, their blood
the ultimate protection
in the performance of others,
they don't cooperate.
measurement were OK
to attract and retain customers,
and accountability triggers
of interfaces, middle offices,
mobilize people and resources,
what is really happening.
in what can get measured,
to do, undo and redo.
teams in these organizations
of their time wasting their time,
longer and longer,
their mentalities, their personality --
to cooperate or not,
they are individually worse off?
the accountability, the measurement,
for people to cooperate.
the middle offices --
to assess performance.
or did you pass it effectively?
in what can get measured --
or in passing the baton?
for people to cooperate?
About the speaker:Yves Morieux - Consultant
BCG's Yves Morieux researches how corporations can adapt to a modern and complex business landscape.
Why you should listen
Yves Morieux thinks deeply about what makes organizations work effectively. A senior partner in BCG’s Washington D.C. office and director of the BCG Institute for Organization, Morieux considers how overarching changes in structure can improve motivation for all who work there. His calls his approach "Smart Simplicity." Using six key rules, it encourages employees to cooperate in order to solve long-term problems. It isn’t just about reducing costs and increasing profit -- it’s about maximizing engagement through all levels of a company. Morieux has been featured in articles on organizational evolution in Harvard Business Review, The Economist, The Wall Street Journal, Fast Company and Le Monde.
Yves Morieux | Speaker | TED.com