The series of posts on the legal environment will continue, but this is a quick post about change and risk.
I recently met Richard Martin, who is a film and cycling aficionado as well as being a member of Change Agents Worldwide. He wrote a fantastic series of blog posts exploring the idea of the cycling peloton as a metaphor for an agile and adaptive company, but today he wrote about stage 9 of last year’s Tour de France in which the Garmin-Sharp team rode in a way that had never been seen before — taking the other teams by surprise and helping one of their riders, Dan Martin, to win the stage. The story is also told in this video, which is worth watching even for those who aren’t fans of the sport.
There is a passage in the video that particularly struck me. Charly Wegelius, the Garmin-Sharp director sportif comments on how the sport has become a bit predictable (at 9′ 13″).
A lot of people who work in cycling have got so much experience that they go to sleep in a way, and they stick to their own plans that they’ve done, you know, for many years. They can get caught by surprise because they don’t think differently very often.
I am sure that resonates for people in many organisations. I can certainly see it in many parts of the legal sector.
The downside of being as adventurous as Garmin-Sharp were is that catching people by surprise is high-risk. Rather than getting a stage winner, the team could have completely burned out and been dropped to the back of the race — and possibly even outside the cut-off time for participation in later stages. There was no middle ground. To make this change, they had to take an incredible risk.
It is not surprising that, faced with such risks, organisations avoid making significant changes.
But elsewhere in Richard’s blog post, he describes all the things that have to come together to make a stage of the Tour de France work (informed by watching the third stage of the race this year as it sped through the Olympic Park in London). This interconnectedness — organisers, local communities, police forces, the teams, the spectators, the weather, potentially malicious elements — makes it impossible to predict the outcome even of a familiar plan. A radical change may be obviously risky, but doing what has always been done could be riskier.
As Richard puts it:
It is this very interconnectedness, this interplay of multiple systems, that reinforces my belief in the peloton formation as an apt metaphor for a modern, agile, adaptive and responsive organisation. One that has to operate under loose frameworks, tolerating risk, constrained by Government and regulatory policy, responding to shifting market conditions, seeking to evolve, transform, succeed, survive.
I think there is another element, which is that different members of the organisation need to have the autonomy to do what is necessary to deal with things as they arise. The Garmin-Sharp team did that. Jonathan Vaughters (the team manager) set the goal and made it clear that the most risky approach was permissible. Charly Wegelius outlined a possible plan of action with the riders, as well as being on the course in the team car giving instructions over the radio. But most importantly, each rider was trusted to do whatever he thought necessary to play his part in delivering the result — each playing to his own strengths and understanding the strengths and weaknesses of the rest of the team (and the other teams) as well as the nature of the terrain.
I am not sure that many organisations can work as well as that.