《快速领导者杂志》，2020年8月，作者：彼得·菲斯克

Humanocracy:businessas amazing as the people inside “The future of work” has become a hot topic in recent months–the end of the office,theshiftto distributed working,careers to contracts, functions to projects,jobs displaced by machines.Yet the real challenge is not people, but theorganisation structuresthatstilllimit them. “In a world of unrelenting change and unprecedented challenges, we need organisations thatare resilient and daring” saysGaryHamel, co-author of the new book“Humanocracy: Creatingorganisations as amazing as the people inside them.” “Resilient,creative,andpassionate”are the qualities organisations now need,says Hameland co-author Michele Zanini, yet many organisations are “inertial,incremental, andinhuman”.Organisations should be rebuilt“to free the human spirit”. “Humans are adaptable, creative andpassionate–but organisations are mostly not”.Eventhough openness, flexibility, and creativity are essential, our current bureaucratic organisationsare not allowing us to pursue those qualities, he says. Of course there are some great examples ofamazing organisationsthat do release the powerof humanity, as I explore in my forthcoming book: •Buurtzorg(self-organised teams) toMorning Star(employees contract with each other)•Haier(thousands of micro enterprises) toHaufe(peoplechoose leaders, including CEO)•Red Hat(crowdsourced strategies) toHandelsbanken(most decisions made locally). Hamelproposes5 stepswhichbusiness leaderscan take, in order to createmoreresilient,innovative, and entrepreneurial organisations: 1.Define the challenge…Most of the bureaucracythat stifles organisationsis invisible,so leaders shouldcalculatethe“Bureaucratic MassIndex”(BMI)of their organization(find alink totool on my website), based on factors such as layers, frictions, insularity,disempowerment, risk aversion and politics. 2.Learn frominnovators… Take inspiration from organisations that have embraced newapproaches (as described above). Real examples demonstrate how the oldbureaucracies are really not needed. Even large organizations can be led with only a fewlayers of management. 3.Embrace new principles… New practices don’t workwith old principles,demanding a rethink of values andculture. The old pursuit of maximising efficiency andcompliance, should be replaced byexperimentation,meritocracy, openness, community,andownership.4.Hack the management model…“Bureaucracy is not going to die in oneArmageddon-like battle”, saysHamel.Rather than top-down impositionby a changeprogram, encourage people to hack the principles andpractices.“Effective change rollsup, not down”.5.Start from where you are… Ask your team, “what should we change in order to get serious aboutopenness, creativity, experimentation, and meritocracy?”Start withsmall stepsthat canreduce bureaucracy and encourage innovation across our organisations. Hamel reflectsthat“only 1 in 5 employees believe their opinionsmatter at work, only1 in 10have the freedom to experiment with new solutions, and 1 in 11 say they can influenceimportant decisions. This is a waste of human capability. We must do better”. Evan Spiegel …howSnap’sfounder is humanising tech* Evan Spiegel sits in his loft-sized office, taking up the top floor of Snap’s head office inSantaMonica. On the beach outside, young people chat and surf, sunbath and play. Inside, hisSnapchatplatform enables those same teens and young twenty-somethings to stay connectedday and night. Spiegel is one of the them, still in his twenties, but also a multi-billionaire techentrepreneur founder ofFast Company’s“world’s most innovative company” of 2020. A little like his hero Steve Jobs, Spiegel studied design at art college, followed by an internshipatRed Bull, which taught him much about consumer culture.At Stanford he launched a start-up with classmate Bobby Murphy, initially calledPicaboo, which evolved intoSnapchat in2011.He droppedoutof college whenthe app reached 1 million daily users a year later. In 2014Mark Zuckerberg offered him $2 billion for the business, which he turned down, insteadchoosing an IPO in 2017, which valued the business at$30 billion. Theneverything went wrong. Spiegel rapidly grew his team to thousands, putting himself atthe heart of all technology development, yet Snapchat was haemorrhaging users, losing 5million in 2018, and losing most of his senior team. Thestock price dived by 90%and mostpeople thought it was all over. However, Spiegel wasn’t finished, knowing that he needed to fixhis business, and his internal workstyle. With Murphy he reimagined the app around what consumersliked. He invested heavily inAugmented Reality (AR)tools, andalsoaddedcrazyrabbit earsto photos,which might sound like a gimmick, butwereloved byhis young audience. Apple and Alphabet see the future ofthe smartphone eventually migrated tosome form ofheadset device,butSnapisfocused on its cheap and funSpectacles, cool designs with built inAR cameras. The team drove for new types ofcontent, developing