Presenting Today. Lisa Bodell CEO and Author Erin Boettge Content Marketing Manager, BizLibrary

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2 Presenting Today Lisa Bodell CEO and Author Erin Boettge Content Marketing Manager, BizLibrary Follow along on Twitter:

3 BizLibrary helps organizations succeed by improving the way employees learn.

4 WHY SIMPLE WINS Lisa Bodell CEO,

5 COMPLEXITY AT WORK IS DESTROYING OUR ORGANIZATIONS

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7 1 Insist on doing everything through channels.

8 2 Make speeches.

9 3 Refer all matters to committees.

10 4 Bring up irrelevant issues.

11 5 Haggle over precise wordings.

12 6 Refer back to matters previously decided upon.

13 7 Advocate caution.

14 COMPLEXITY IS DESTROYING OUR ORGANIZATIONS OUR OFFICE CULTURES OUR ABILITY TO INNOVATE & ADAPT

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16 1 COMPLEXITY IS KILLING OUR COMPANIES 2 WHY SIMPLE WINS 3 GET TO THE WORK THAT MATTERS

17 1 COMPLEXITY IS KILLING OUR COMPANIES

18 WHAT DO YOU SPEND YOUR DAY DOING?

19 MEETINGS & S

20 <6½ UNITERRUPTED HOURS EACH WEEK M T W Th F Source: Boston Consulting Group

21 45% OF EACH DAY SPENT IN MEETINGS Source: Bain & Company

22 28% OF WORKWEEK SPENT DEALING WITH S Source: McKinsey Global

23 100 billion S SENT & RECEIVED EVERY DAY 600 hours SPENT ON EVERY YEAR 83 hours OF WHICH ARE ACTUALLY IMPORTANT Source: McKinsey Global Institute

24 SO BUSY THAT SUCH AS CREATIVE THINKING NO TIME FOR MEANINGFUL ACTIVITIES THEY ACTUALLY ENJOYED LITTLE CHANCE TO DO WORK LOW LEVEL OF MEANING AND SIGNIFICANCE IN THEIR WORK Source: 2013 GALLUP GLOBAL SURVEY

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27 WHAT DRIVES COMPLEXITY REGULATION & COMPLIANCE SCALE TECHNOLOGY HUMAN FACTORS

28 WHY DO WE CHOOSE COMPLEXITY?

29 THE WHERE AND HOW OF COMPLEXITY REGULATORY ORGANIZATIONAL TACTICAL BEHAVIORAL

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31 Insecure managers create complexity. Frightened, nervous managers use thick, convoluted planning books and busy slides filled with everything they ve known since childhood. Jack Welch

32 Simplicity is making the journey of life with just baggage enough. Charles Dudley Warner

33 HAVE YOU CONTRIBUTED TO COMPLEXITY? YES NO I often send s that are longer than 1 paragraph and/or require significant time to read. s I send usually include more than 3 CC s or BCC s. I expect my employees to put my projects first regardless of their workload. I often use business jargon and buzzwords in my communication. I require my team members to involve me in all the decisions they make.

34 HAVE YOU CONTRIBUTED TO COMPLEXITY? YES NO I m frequently too busy to provide feedback or actions on reports/presentations that I assign. I expect employees to follow formal processes no matter what. I (or my team) consistently strive to add new processes, products, procedures to our work. It is rare we eliminate things. I hold multiple recurring meetings with my team. I require my team to create multiple, recurring reports.

35 HAVE YOU CONTRIBUTED TO COMPLEXITY? # YES: YOU ARE: DESCRIPTION: 1 to 2 RELATIVELY SIMPLIFIED Aligned, focused on what matters 3 to 4 OPPORTUNITY TO SIMPLIFY 5+ COMPLEX Functioning but impacting morale, needs review Bottlenecks, inconsistencies, unnecessary work

36 ARE YOU CONTRIBUTING TO COMPLEXITY?

37 2 WHY SIMPLE WINS

38 KEEP OUR ORGANIZATIONS: HEALTHY MORE PRODUCTIVE MORE COMPETITIVE

39 PROFITS DECLINE 1/10 $237B OF PROFITS FOR TOP 200 GLOBAL FIRMS

40 LOST PRODUCTIVITY 300,000 $15MM HOURS

41 LOWER ENGAGEMENT COSTING $550B 13% SATISFIED 87% NOT FOCUSED ON CREATING VALUE ANNUALLY RESULT: LACK OF PRESENCE, COMPLACENCY

42 13% ACTIVELY ENGAGED IN THEIR JOBS 87% DID NOT FIND SATISFACTION AT WORK

43 ZOMBIE COMPANY

44 To get the culture right, you have to get the work right.

45 3 HOW YOU CAN GET TO THE WORK THAT MATTERS

46 STEP 1 DEFINING SIMPLICITY

47 DEFINING SIMPLICITY DOCUMENTATION SIMPLIFICATIONS Design Simplifications General Simplifications Systems Simplifications Travel Simplifications Initiative Simplifications Reporting Simplifications Financial Management Simplifications Workplace Simplifications MANUFACTURING SIMPLIFICATIONS Process Simplifications Program Simplifications Procedural Simplifications Platform Simplifications Product Development Simplifications Packaging Simplifications Training Simplifications Work Simplifications

48 DEFINING SIMPLICITY DOCUMENTATION SIMPLIFICATIONS Design Simplifications General Simplifications Systems Simplifications Travel Simplifications Initiative Simplifications Reporting Simplifications Financial Management Simplifications Workplace Simplifications MANUFACTURING SIMPLIFICATIONS Process Simplifications Program Simplifications Procedural Simplifications Platform Simplifications Product Development Simplifications Packaging Simplifications Training Simplifications Work Simplifications

49 DEFINING SIMPLICITY DOCUMENTATION SIMPLIFICATIONS Design Simplifications General Simplifications Systems Simplifications Travel Simplifications Initiative Simplifications Reporting Simplifications Financial Management Simplifications Workplace Simplifications MANUFACTURING SIMPLIFICATIONS Process Simplifications Program Simplifications Procedural Simplifications Platform Simplifications Product Development Simplifications Packaging Simplifications Training Simplifications Work Simplifications

50 DEFINING SIMPLICITY Minimal Understandable Repeatable Accessible

51 DEFINING SIMPLICITY M Minimal U Understandable R Repeatable A Accessible

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53 STEP 2 IDENTIFY AREAS TO SIMPLIFY

54 IDENTIFY AREAS TO SIMPLIFY TYPICAL TASKS o Creating new product sales report o Setting up progress meetings DESIRED WORK o Brainstorming new revenue ideas o Attending client meetings

55 LOW VALUE HIGH COMPLEX/VALUABLE X COMPLEX/NOT VALUABLE SIMPLE/VALUABLE? SIMPLE/NOT VALUABLE VERY COMPLEX SIMPLICITY VERY SIMPLE

56 STEP 3 STREAMLINE DECISION-MAKING

57 STEP 4 KILL STUPID RULES

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59 STEP 5 WALK THE WALK

60 STEP 6 CODE OF CONDUCT

61 Simplification Code of Conduct I COMMIT TO SIMPLIFYING EVERYTHING I DO. This means I will: 1. Eliminate redundancies and unnecessary work and empower my team to do the same. 2. Not create false urgency. 3. Push back if I think something is unnecessary. 4. Use clear, jargon-free language when I communicate. 5. Keep my s, documents, meetings, and conversations short. 6. Be decisive and limit the amount of information I need to make a decision. 7. Empower others to make decisions without me. 8. Make information available to others (unless illegal). 9. Say No whenever possible. Signature Date

62 A NEW GOLDEN RULE Do with other people s time as you would have them do with yours.

63 SMART COMPANIES ARE DOING IT Hired Chief Simplicity Officers Formalized programs and simplification teams Made simplification a core part of their corporate strategy Taken back their time and eliminated distractions

64 How will you get to the work that matters?

65 THE JOURNEY OF A THOUSAND MILES BEGINS WITH A SINGLE STEP. LAO TZU

66 Lisa Bodell CEO,

67 FutureThink QuickWin Series 1. Absurd hero 2. Backcasting 3. Busting Paradigm 4. Customer Day in the Life 5. Do Better Thinking 6. Follow Smart People 7. Futures Wheel 8. Getting Ahead of Emerging Issues 9. Little Bigs: Change the Environment 10. Little Bigs: Eliminate 11. Little Bigs: Pictures Not Words 12. Pain to Gain 13. Scanning for Change Using Twitter And Many More.

68 FutureThink Tool School Series 1. Assumption Reversal 2. Forced Connections 3. Hunting Ground 4. Kill a Stupid Rule 5. Pain to Gain 6. Plus 3, Minus 3 7. Portfolio Balancing 8. PPCO 9. The Art of Brainstorming 10. Who Else? Where Else? 11. Within Adjacent and Beyond

69 Try out these video lessons and more! Let us know through the poll if you d like a free trial of BizLibrary s online course collection.