At Work with The Ready

Changing the way we work is a difficult task at a company with 150 employees. But what about one with. say, 100,000? In this episode of Brave New Work, Aaron Dignan and Rodney Evans talk to Bill Anderson, CEO of Roche Pharmaceuticals, about his recent work in reshaping the company's structure and processes, change at such a large scale, and the surprising challenges that come along with such a mas...

Work is all about agreements—policies, processes, principles, goals, workflows, etc. So if you're starting a company from the ground up, how do you give teams the power to align on all of these things in a clear and inclusive way? What if there's already a company out there that's documented the exact policy you're looking for? And when, inevitably, that agreement needs some tweaking, how do you i...

One of the most important aspects of organizational change and complexity is embracing fluidity. Rather than be mired in rigid lines and forced structure, we want to be dynamic, adaptive and—in a certain sense—poetic. In this episode of Brave New Work, Aaron Dignan and Rodney Evans talk to Gayle Karen Young, an organizational development consultant and former Chief Cultural and Talent Officer at W...

What's it like to onboard at a company where you don't have a boss? In this episode of Brave New Work, Aaron Dignan and Rodney Evans talk to The Ready member Alastair Steward about his experience onboarding at the company, the concept of a "prologue," and how to situate yourself effectively in a self-managed organization. You can find Alastair here on LinkedIn. Mentioned references: "Oculus boxing...

It's a time-honored tradition: the company retreat. But when that conjures the specter of Ramada Inn basements and conference rooms and three-hour presentation blocks, it's clear that an update is in order. In this episode of Brave New Work, Aaron Dignan and Rodney Evans strategize the most efficient and effective ways to reconnect and recharge with your organizations, as well as ways we might go...

The workplace is a wealth of knowledge. Each member of an organization is a master in their own specialized field, and in the 21st-century workplace, we're often exchanging knowledge, teaching and learning by equal measure. But in a future where self-management is key, how do we ensure this is done in a healthy way? In this episode of Brave New Work, Aaron Dignan and Rodney Evans discuss how to cu...

Leaders in the workplace often talk about experimenting within the existing structures. But in the excitement and flurry of change, we often forget the goal of experimentation: to make it a real learning practice. In this episode of Brave New Work, Aaron Dignan and Rodney Evans discuss how to plan, structure, and assess change experiments with the right intentions, and for the best outcomes. Read...

It's one thing to talk about what we'd like the future of work to look like—but what about the people who'll actually make up that workforce? Wha do they want out of their work, and how do they want to shape their organizations? In this episode of Brave New Work, Aaron Dignan and Rodney Evans talk to lecturer Todd Jick at the Columbia Business School about his class on Advanced Organizational Chan...

There's a thing that often happens when we try to add complexity our systems: in an effort to implement procedure and reduce "risk," we often massively overcomplicate the system at its core. It seems the more we try to distance ourselves from the humans working in our systems, the more we ruin what made the systems work well in the first place. In this episode of Brave New Work, Aaron Dignan and R...

If there's one structure in the modern workplace that feels particularly resistant to change, it's the hiring process. For years, we've followed the same basic structure: whittle down vast pools of potential, qualified candidates down to one lucky winner. But as we consider adapting our workplaces for the future, we might consider tools to reinvent the way we hire, and thus, the way we fill out ou...

You’ll often hear us talking about collectivism, balance, and sustainability on this show—to the point that you may well wonder, do these socialists even care about growth and profit? We do. But not in the unchecked way that has become normal in the last half century. In this episode, we let our entrepreneurial ambition out to discuss the moral case for sustainable, humane growth, and explore why...

It's been quite a week for the United States of America. And as Americans, we tried to do what we always do: keep working. In this episode of Brave New Work, Aaron Dignan and Rodney Evans discuss the volatile, unprecedented political situation we now find ourselves in, as well as ways to take a step back and recognize that some things might just be more important than business as usual. Mentioned...

It's the end of the year! And for many of us, that also means the return of the dreaded performance review. As we strive to make our workplaces and organizations more human, how can we reinvent this outdated tradition into something... actually useful? In this episode of Brave New Work, Aaron Dignan and Rodney Evans discuss how the standard performance management cycle fails both managers and empl...

When we begin to reckon with inequality in the workplace, a useful place to start is the concept of "epistemic injustice"—what we know, how we know, and who gets to decide and influence our reality. This concept goes deeper than simply who is in the room. This is about the stories we bring with us, the ones we build together, and how bias and representation shape the possibility of what can be. In...

While we often throw around terms like "the future of work" and "new ways of working," the reality is that much of the wisdom about how to self-organize and self-manage has been around for a long, long time. What we can learn from this is that there's really nothing new about this moment—except for the fact that more and more people are waking up to the fact that the status quo just isn't good eno...

It's been almost a year of working remotely due to the pandemic. And we haven't exactly been doing it right. We've just been hanging in there with too much Zoom and not enough coffee. As a result, we're a little toasty. In this episode of Brave New Work, Aaron Dignan and Rodney Evans talk about what they're seeing and feeling, and what it's going to take to make remote work... work. With the Thank...

If you've been listening to Brave New Work for a while you might be wondering, "Is a self-managing workplace right for me?" Or, if you're already in one, you're probably curious, "How can I better recruit (and screen for) those that are a 'fit' for new ways of working?" In this episode of Brave New Work, Aaron Dignan and Rodney Evans are joined by their colleague Ali Randel to talk about what it t...

We often wait to talk about the hard stuff until the shit has hit the fan. But what if we made space for difficult conversations before they become difficult? That's the insight at the heart of Radical Alignment, a new book that introduces a four part conversation technique designed to get couples, teams, and groups on the same page. In this episode of Brave New Work, Aaron Dignan and Rodney Evans...

Three months ago, we started a conversation about diversity here on the show. And within our own company, that work has continued in earnest. Yet, we've only scratched the surface on what it means to realize true equity at work. We want to go deeper. We need to do more. And we need to make sure that the momentum of the summer continues into the fall. That's why we're back to talk about JEDI once a...

Complexity calls for a new way of working—and in particular a new way of meeting. What matters isn't the individuals in the room, but the relationships between them. Indeed, we need new interactions that change the dynamics and outcomes of our gatherings. No more limiting structures, it's time for liberating structures. In this episode of Brave New Work, Aaron Dignan and Rodney Evans speak with Ke...

One of the most common tensions we hear from teams is "our tools and technology are not maximizing our potential." Let me translate: our company uses crap software. We experience this for many reasons—status quo bias, frugality, security, and one-stop-shop pipe dreams. But the problem is that software is not a blank canvas. It's not neutral. It has opinions. And those opinions shape what we can do...

We talk about bureaucracy (and its downsides) on this show all the time. But what about a humanocracy? What would that look like? Luckily, Gary Hamel and Michele Zanini have written a wonderful book to explore that question. And their answer is simple: we have to abandon the ways of the past and allow organizations to be as amazing as the people inside them. Easier said than done, but more necessa...

At a sufficiently large scale, any organization that has maximum "diversity" across all variables will become average. Why? Because taking a stand—any stand—is the basis for the boundary of the firm. It's what separates what's inside from what's outside. We must answer the question: "What makes us... us?" In order to succeed, we need generative difference—members of different races, backgrounds, a...

We recorded this episode in April, and to be honest, it kinda feels like April never left. All the themes that were present then are simply louder now. What has become clear in the meantime is that strategy (e.g. what is happening, what matters, and what are we doing about it) is more important than ever. But how should we think about strategy in an emergent and participatory system? Is it intuiti...

Prior to the 1940's, the word priorities (plural) was rarely used. Because the word priority means that which comes before anything else. It's one thing! But these days, it's not uncommon for leaders and boards to demand multiple, often contradictory outcomes at the same time. We want faster output AND higher quality. We want to grow market share in our core category AND open three new categories....