Yves Morieux: As work gets more complex, 6 rules to simplify

翻译人员: Yi Fei 校对人员: Shiwen He

I have spent the last years

近几年，

trying to resolve two enigmas:

我都在尝试解开两个谜：

Why is productivity so disappointing

为什么在所有我工作过的公司

in all the companies where I work?

生产力都如此令人失望？

I have worked with more than 500 companies.

我和超过 500 家公司打过交道

Despite all the technological advances --

尽管（这些公司有）所有的技术进步 — —

computers, I.T., communications, telecommunications,

计算机、 信息技术、 通讯、 电信、

the Internet.

和互联网

Enigma number two:

第二个谜：

Why is there so little engagement at work?

为什么（员工）在工作中的投入这么少？

Why do people feel so miserable,

为什么人们觉得如此难受，

even actively disengaged?

甚至主动抽离出来呢？

Disengaging their colleagues.

疏离他们的同事，

Acting against the interest of their company.

和其公司的利益背道而驰，

Despite all the affiliation events,

不管（公司安排）了多少归属活动，

the celebration, the people initiatives,

庆典，以人为本的倡议，

the leadership development programs to train

用以培训管理人员更好地激发他们的团队

managers on how to better motivate their teams.

的领导力发展项目

At the beginning, I thought there was

一开始，我以为这是个

a chicken and egg issue:

“鸡和蛋”的问题：

Because people are less engaged, they are less productive.

因为不投身于工作的人，生产力会相对低下

Or vice versa, because they are less productive,

反之亦然，因为他们生产力较低，

we put more pressure and they are less engaged.

承受了更多压力，以致他们较不投入工作

But as we were doing our analysis

但是当我们进行了分析，

we realized that there was a common root cause

我们意识到这两个问题的根源是一致的，

to these two issues

我们意识到这两个问题的根源是一致的，

that relates, in fact, to the basic pillars of management.

事实上，这涉及到管理的基本支柱

The way we organize is based on two pillars.

我们组织的方式基于两大支柱：

The hard -- structure, processes, systems.

硬性支柱 — — 结构、 进程、 系统

The soft --

软性支柱 — —

feelings, sentiments, interpersonal relationships, traits, personality.

感情、 情绪、 人际关系、 性状、 人格

And whenever a company

每当一家公司

reorganizes, restructures, reengineers,

整顿、 重组，重新设计，

goes through a cultural transformation program,

或进行文化转型的项目，

it chooses these two pillars.

都要选择这两个支柱

Now, we try to refine them,

现在，我们试着完善它们，

we try to combine them.

我们试着将它们合并

The real issue is --

真正的问题 —

and this is the answer to the two enigmas --

正是那两个谜题的谜底 —

these pillars are obsolete.

这些支柱是过时的

Everything you read in business books is based

商务书籍中看到的一切，都是基于

either on one or the other

这个支柱或那个支柱，

or their combination.

或它们的组合

They are obsolete.

它们已经过时了

How do they work

当你面对新的复杂型业务，试着使用这些方法时，

when you try to use these approaches

当你面对新的复杂型业务，试着使用这些方法时，

in front of the new complexity of business?

这些方法是如何运行的？

The hard approach, basically is that you start from strategy,

硬件方式基本上是这样开始：战略、

requirements, structures, processes, systems, KPIs, scorecards,

要求、 结构、 流程、 系统、 关键绩效指标、 记分卡、

committees, headquarters, hubs, clusters,

委员会、 总部、 枢纽、 群体

you name it.

随你说吧

I forgot all the metrics, incentives, committees, middle offices and interfaces.

我忘了说那些测量方式、 激励措施、 委员会、 中间办事处和接口

What happens basically on the left,

基本上都在图的左边（文：战略，要求）

you have more complexity, the new complexity of business.

你面对更多的复杂性，新业务的复杂性

We need quality, cost, reliability, speed.

我们需要质量、 成本、 可靠性、 速度

And every time there is a new requirement,

然而每一次有一项新要求

we use the same approach.

我们都使用相同的方法

We create dedicated structure processed systems,

我们创建专用的结构处理系统

basically to deal with the new complexity of business.

以解决新业务的复杂性

The hard approach creates just complicatedness

硬性办法在组织内产生的只有复杂性

in the organization.

硬性办法在组织内产生的只有复杂性

Let's take an example.

让我们看一个例子：

An automotive company, the engineering division

一家汽车公司，工程部

is a five-dimensional matrix.

是一个五维矩阵

If you open any cell of the matrix,

如果您打开的矩阵的任意一个元素，

you find another 20-dimensional matrix.

您可以找到另一个20维矩阵

You have Mr. Noise, Mr. Petrol Consumption,

你有“噪音先生”，”汽油消耗先生”，

Mr. Anti-Collision Properties.

“防撞性能先生”

For any new requirement,

对任何新的要求，

you have a dedicated function

你有一个专用的职能

in charge of aligning engineers against

负责把工程师对应到

the new requirement.

新的规定上

What happens when the new requirement emerges?

当新规定出现时，会发生什么呢？

Some years ago, a new requirement

几年前，一个新的要求

appeared on the marketplace:

在市场上出现—

the length of the warranty period.

“保修期的长度问题”

So therefore the new requirement is repairability,

因此新的要求就是（提高）修理的易度，

making cars easy to repair.

使汽车容易修复

Otherwise when you bring the car to the garage to fix the light,

不然，当你把车开到修车厂来修灯，

if you have to remove the engine

如果你要拆除引擎

to access the lights,

才能修理车灯

the car will have to stay one week in the garage

这辆车将不得不在车库里呆上一周

instead of two hours, and the warranty budget will explode.

而不是两个小时 那么保修预算就会不够用

So, what was the solution using the hard approach?

那么，如何使用硬件方法来解决这个问题呢？

If repairability is the new requirement,

如果“修理易度”是新的要求

the solution is to create a new function,

解决方案是创建一个新的职能

Mr. Repairability.

叫它“修理易度先生”

And Mr. Repairability creates the repairability process.

“修理易度先生”建立一个“修理易度“进程

With a repairability scorecard, with a repairability metric

利用“修理易度”记分卡与“修理易度”矩阵

and eventually repairability incentive.

还有最终的”修理易度“激励

That came on top of 25 other KPIs.

位居其它25个关键绩效指标之上

What percentage of these people is variable compensation?

这些人中有多少比例领取可变薪酬呢？

Twenty percent at most, divided by 26 KPIs,

最多有20%，除以26个关键绩效指标，

repairability makes a difference of 0.8 percent.

修理易度只占有0.8%的重要性

What difference did it make in their actions,

这是否影响了员工的行为？

their choices to simplify? Zero.

影响了他们选择简化流程？完全没有

But what occurs for zero impact? Mr. Repairability, process,

但为了这个不存在的影响，发生了多少事？ “修理易度”先生、 生产过程、

scorecard, evaluation, coordination with the 25 other coordinators

记分卡、 评价、 协调，还有其他25个协调员

to have zero impact.

最终没有任何影响

Now, in front of the new complexity of business,

现在，面对新的复杂型业务，

the only solution is not drawing boxes

唯一的解决办法不是条条框框

with reporting lines.

和报告路线

It is basically the interplay.

而是相互作用

How the parts work together.

各种路径如何在一起工作

The connections, the interactions, the synapses.

（包括那些）连接、 互动、 突触

It is not the skeleton of boxes, it is the nervous system

它不是条框的骨架，它是应性和智慧的

of adaptiveness and intelligence.

中枢神经系统

You know, you could call it cooperation, basically.

你知道，你可以就叫它合作

Whenever people cooperate,

每当人们进行合作，

they use less resources. In everything.

他们使用更少的资源，包括一切资源

You know, the repairability issue

你知道，修理易度的问题

is a cooperation problem.

就是合作的问题

When you design cars, please take into account

当你设计汽车时，请你考虑一下

the needs of those who will repair the cars

那些在售后车库修理汽车的工人的需求

in the after sales garages.

那些在售后车库修理汽车的工人的需求

When we don't cooperate we need more time,

当我们不合作，我们需要更多的时间

more equipment, more systems, more teams.

更多的设备、 更多系统、 更多的团队

We need -- When procurement, supply chain, manufacturing don't cooperate

我们需要 — — 当采购、 供应链、 制造互相不合作

we need more stock, more inventories, more working capital.

我们就需要更多股票，更多的库存，更多的周转资金

Who will pay for that?

谁将为此付出代价呢？

Shareholders? Customers?

股东吗？客户吗？

No, they will refuse.

不，他们会拒绝

So who is left? The employees,

那么还剩谁呢？ 雇员们

who have to compensate through their super

他们必须以加倍的个人努力

individual efforts for the lack of cooperation.

来补偿所缺乏的合作

Stress, burnout, they are overwhelmed, accidents.

压力、 职业倦怠，他们不堪重负，意外事故（频发）

No wonder they disengage.

难怪他们无法投身于工作中

How do the hard and the soft try to foster cooperation?

如何促进硬件和软件方式的合作？

The hard: In banks, when there is a problem

硬性办法： 在银行里，

between the back office and the front office,

当后台办公室和前台之间出现问题，

they don't cooperate. What is the solution?

他们不合作。解决方案是什么呢？

They create a middle office.

他们创建了一个中间办公室

What happens one year later?

一年后会发生什么呢？

Instead of one problem between the back and the front,

以前只有一个问题，在前台和后头办公室

now I have two problems.

现在我有两个问题：

Between the back and the middle

后台与中间（的问题），

and between the middle and the front.

还有中间和前台之间（的问题）

Plus I have to pay for the middle office.

再加上要付中间办公室的费用

The hard approach is unable to foster cooperation.

硬性办法不能促进合作

It can only add new boxes, new bones in the skeleton.

它只会加上新框框，在骨架中加入新的骨头

The soft approach:

软性办法：

To make people cooperate, we need to make them like each other.

若要使人合作，我们需要让他们喜欢对方

Improve interpersonal feelings,

改善人与人之间的感情

the more people like each other, the more they will cooperate.

人们越喜欢对方，他们就会越合作。

It is totally wrong.

这是完全错误的

It is even counterproductive.

它甚至会适得其反

Look, at home I have two TVs. Why?

瞧，我有两台电视在家里。为什么呢？

Precisely not to have to cooperate with my wife.

正是为了不需要和我的妻子合作

(Laughter)

（笑声）

Not to have to impose tradeoffs to my wife.

不需要让我的妻子（在我和电视之间）选择

And why I try not to impose tradeoffs to my wife

我不想逼我的妻子选择

is precisely because I love my wife.

正是因为我爱我的妻子

If I didn't love my wife, one TV would be enough:

如果我不爱我的妻子，一台电视就足够：

You will watch my favorite football game,

你就看我最喜欢的足球赛，

if you are not happy, how is the book or the door?

如果你不高兴，不如看本书或者走人吧？

(Laughter)

（笑声）

The more we like each other,

我们越喜欢对方，

the more we avoid the real cooperation

我们就越避免真正的合作

that would strain our relationships by imposing tough tradeoffs.

艰难的权衡会使我们的关系紧张

And we go for a second TV or we escalate

所以我们去买第二台电视，或者我们

the decision above for arbitration.

让更权威的机构定夺

Definitely, these approaches are obsolete.

当然，这些方法已经过时

To deal with complexity, to enhance the nervous system,

为了应对复杂性，为了改善一种新型系统，

we have created what we call the smart simplicity approach

我们创建了我们称之为”智能简化“的方法

based on simple rules.

它基于一些简单的规则

Simple rule number one:

第一条简单的原则：

Understand what others do.

了解其他人做的是什么

What is their real work?

人们真正的工作是什么？

We need to go beyond the boxes,

我们需要超越条条框框、

the job descriptions, beyond the surface

工作说明，超越表层，

of the container, to understand the real content.

以理解真实的内容

Me, designer, if I put a wire here,

我，设计者，如果我把一根导线放在这里，

I know that it will mean that we will have to

我知道这将意味着我们将不得不

remove the engine to access the lights.

拆除引擎才能修理到灯

Second, you need to reenforce integrators.

第二，需要加固联系枢纽

Integrators are not middle offices, they are managers,

联系枢纽不是中间的办事处，他们是管理人员，

existing managers that you reinforce

对现有管理人员进行加强

so that they have power and interest

让他们有权力，有动力

to make others cooperate.

让其他人进行合作

How can you reinforce your managers as integrators?

你如何能把您的经理训练为联系枢纽？

By removing layers.

通过消除阶层

When there are too many layers

当有太多阶层时，

people are too far from the action,

人离实际行动太远，

therefore they need KPIs, metrics,

所以他们需要业绩指标，矩阵，

they need poor proxies for reality.

他们需要空洞的指标来代替现实

They don't understand reality

他们不了解现实

and they add the complicatedness of metrics, KPIs.

同时他们增加了矩阵指标的复杂性

By removing rules -- the bigger we are,

通过去除规则 — 组织越是大

the more we need integrators,

我们越需要联系枢纽，

therefore the less rules we must have,

因此我们必须有更少的规则，

to give discretionary power to managers.

把权力分给管理人员

And we do the opposite --

但我们却做了相反的事 — —

the bigger we are, the more rules we create.

组织越是大，我们却创造了更多的规则

And we end up with the Encyclopedia Britannica of rules.

最终我们有了大英百科全书一样的规则

You need to increase the quanitity of power

我们需要增加权力的数量

so that you can empower everybody

从而可以让每个人有权利

to use their judgment, their intelligence.

使用他们的判断、他们的智力

You must give more cards to people

我们必须给大家手里放入更多的”牌“

so that they have the critical mass of cards

给他们足够的”牌“

to take the risk to cooperate,

让他们愿意需承担合作的风险

to move out of insulation.

走出阻隔

Otherwise, they will withdraw. They will disengage.

否则，他们将会退出。他们将会抽离

These rules, they come from game theory

这些规则，他们来自博弈论

and organizational sociology.

和组织社会学

You can increase the shadow of the future.

您可以增加未来的阴影

Create feedback loops that expose people

建立反馈循环，暴露

to the consequences of their actions.

人们行动的后果

This is what the automotive company did

这是汽车公司所做的

when they saw that Mr. Repairability had no impact.

当他们看到”简易度先生“并没有产生影响，

They said to the design engineers:

他们对设计工程师说:

Now, in three years, when the new car is launched on the market,

三年后，在新车上市时

you will move to the after sales network, and become in charge

你将移到售后网络，并负责

of the warranty budget,

保修期内的修理预算

and if the warranty budget explodes,

如果保修预算透支

it will explode in your face. (Laughter)

你就没好日子过（笑声）

Much more powerful than 0.8 percent variable compensation.

这可比0.8%可变薪酬厉害得多

You need also to increase reciprocity,

您还需要增加互惠原则

by removing the buffers that make us self-sufficient.

去除使我们能自给自足的缓冲区

When you remove these buffers,

当你把这些缓冲区拿掉

you hold me by the nose, I hold you by the ear.

你我唇亡齿寒

We will cooperate.

我们将进行合作

Remove the second TV.

拿掉第二个电视...

There are many second TVs at work

在工作有很多的第二个电视

that don't create value,

他们不创造价值

they just provide dysfunctional self-sufficiency.

它们只是提供功能失调的自给自足

You need to reward those who cooperate

我们需要奖励那些合作的人

and blame those who don't cooperate.

并指责那些不合作的人

The CEO of The Lego Group,

乐高集团的首席执行官

Jorgen Vig Knudstorp, has a great way to use it.

乔根·魏·诺斯托（Jorgen Vig Knudstorp） 就有不错的应用方法

He says, blame is not for failure,

他说，被指责的不应是失败

it is for failing to help or ask for help.

应该是不寻求帮助

It changes everything.

这改变了一切：

Suddenly it becomes in my interest to be transparent

突然间，将我的弱点和预测透明化

on my real weaknesses, my real forecast,

变得对我有益

because I know I will not be blamed if I fail,

因为如果失败了，我知道我不会受到责备

but if I fail to help or ask for help.

但如果我不寻求帮助，我会被责备

When you do this, it has a lot of implications

当你这样做时，对组织设计

on organizational design.

有很大的意义

You stop drawing boxes, dotted lines, full lines;

你停止画框框、 虚线、直线

you look at their interplay.

你看着他们相互作用

It has a lot of implications on financial policies

它对我们的财政政策有很大的意义

that we use.

它对我们的财政政策有很大的意义

On human resource management practices.

它影响到人力资源管理的实践

When you do that, you can manage complexity,

当你这样做时，你可以管理复杂性

the new complexity of business,

新的复杂型业务

without getting complicated.

而不需要弄得复杂

You create more value with lower cost.

你能够以较低成本创造更多价值

You simultaneously improve performance and satisfaction at work

同时提高了工作表现和工作满意度

because you have removed the common root cause

因为你已删除了

that hinders both.

阻碍两种复杂性的根源

Complicatedness: This is your battle, business leaders.

这是你们这些商界领袖的战争

The real battle is not against competitors.

真正的战斗不是对抗竞争对手

This is rubbish, very abstract.

这是废话，非常的抽象

When do we meet competitors to fight them?

我们什么时候和竞争对手见面，和他们打？

The real battle is against ourselves,

真正的战斗是对抗我们自己

against our bureaucracy, our complicatedness.

针对我们的官僚作风，我们的复杂性

Only you can fight, can do it.

只有你才能打倒它们，只有你才能做到

Thank you.

谢谢大家！

(Applause)

（掌声）