『At Work with The Ready』のカバーアート

At Work with The Ready

At Work with The Ready

著者： Rodney Evans and Sam Spurlin
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 Rodney Evans and Sam Spurlin have helped teams around the world adopt more modern ways of working and on At Work with The Ready they’re sharing the inside scoop with you, too. Whether you’re struggling with a carousel of ineffective meetings, annual strategy sessions that go nowhere, or decision-making churn that never ceases, they’ve seen it all and are here to help. In each episode, they'll break down common workplace challenges and show you the moves—both big and small—to start making real, lasting change. (Formerly “Brave New Work” with Aaron Dignan and Rodney Evans)© 2024 The Ready Company, All Rights Reserved. マネジメント マネジメント・リーダーシップ リーダーシップ 経済学
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  • 32. Why Mergers and Acquisitions Fail (Almost Every Time)

    32. Why Mergers and Acquisitions Fail (Almost Every Time)
    2025/08/11
    In most companies, mergers and acquisitions (M&A) is treated like a finish line. But the truth is, signing the deal is just the start—and if you haven’t thought deeply about how two operating systems, cultures, and teams will actually work together, you’re already behind. The vast majority of M&A efforts fail to deliver long-term value, not because the deal was bad, but because the integration never really happened. This week, Rodney and Sam unpack why M&A is so alluring, so broken, and so often misunderstood. From boardroom incentives and CEO ego to missing strategy and magical thinking, they dig into what really drives the endless appetite for acquisition—and why the actual design work of merging two organizations is almost always underfunded, under-led, or completely ignored. -------------------------------- Let's work together: ⁠⁠⁠⁠⁠https://www.theready.com/working-together⁠⁠⁠⁠⁠ Get our newsletter: ⁠⁠⁠⁠⁠Sign up here⁠⁠⁠⁠⁠⁠⁠. Follow us: ⁠⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠ -------------------------------- Mentioned references: "reorg ep": AWWTR Ep. 31 "70-75% of M&A fails" Ben Thompson and Stratechery AOL/Time Warner merger Microsoft/Nokia merger "LARPing" "OS work": The Ready's OS Canvas "Midnight Zone and Twilight Zone": The Ready's Depthfinding ecotones "Microsoft innovation" Rob Cross and Organizational Network Analysis (ONA) McChrystal Group mission-based team (MBT): FoHR Miniseries, Episode 1 00:00 Intro + Check-In: What is something you’ve done recently that seemed like a good idea but has since proven otherwise? 04:01 The Pattern: Companies acquire others for growth, merge goes bad, so have to acquire another 09:54 Big visible activities with very unclear ROI 14:09 Buying innovation because you can’t innovate internally 19:15 Destroying all the qualities that made the target company valuable 24:34 Mergers and acquisitions buy CEOs longer tenures 28:19 Our culture celebrates the big swings, not the steady transformation 30:35 Executive attention vanishes once the deal is signed, but that’s when the real work starts 38:43 Idea #1 - Let acquired company operate independently for as long as possible 41:35 Idea #2 - Use organizational network analysis to find and utilize your leverage points 44:14 Idea #3 - Spin up a real mission-based team around integration, or due diligence 46:18 Idea #4 - During due diligence, look at more than just the financial spreadsheets 47:08 Wrap up: Leave us a review and share the show with a friend! Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠⁠.
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    49 分
  • 31. Why Reorgs Don't Work

    31. Why Reorgs Don't Work
    2025/07/28
    It’s reorg season…again. And for many companies, it always is. Every 12 to 18 months, another wave of layoffs, leadership swaps, and org chart redraws rolls through the system. And yet, little changes. Strategy stalls. Trust erodes. Work doesn’t get better, just messier. So why do so many organizations keep reaching for the reorg lever first? This week, Rodney and Sam unpack the seductive logic (and systemic failure) of reorgs as a change strategy. They dig into why structure work always feels like the fastest, most visible move a leader can make and why it so rarely delivers. Along the way, they explore the very real fallout of these moves on culture, trust, and performance, and offer smarter starting points for those considering a shake-up. -------------------------------- Let's work together: ⁠⁠⁠⁠https://www.theready.com/working-together⁠⁠⁠⁠ Get our newsletter: ⁠⁠⁠⁠Sign up here⁠⁠⁠⁠⁠⁠. Follow us: ⁠⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠ -------------------------------- Mentioned references: The Ready's OS Canvas "16% of reorgs deliver the expected value" Sunshine, Twilight, and Midnight Zones: The Ready's Depthfinding "layoffs episode": Brave New Work Ep. 152 Team Topologies, 2019 book by Matthew Skelton and Manuel Pais holacracy sociocracy "retention increase if you have a best friend at work" "new job is one of the most stressful life events": Holmes and Rahe stress scale, see combined score of “dismissal from work”, “change to different line of work”, and “Change in responsibilities at work” DAO Miniseries "Jeff Williams departure" "value flow mapping" Haier and micro-enterprises 00:00 Intro + Check-In: What feature is really important in your living space? 03:27 The Pattern: Orgs trapped in a cycle of endless reorgs 05:15 The fastest, most visible sign of change a CEO can show to a board or investors 09:55 Structure work should always come last, but most people do it first 12:22 Reorgs to hit a number come at the expense of workflow, culture, and strategy 19:07 Stop changing the structure without touching the ways of working 22:19 Fundamental components of structure work 25:14 How The Ready approached it’s own reorg 26:34 Fallout of bad reorgs on your team and culture 31:17 Companies underestimate the stress of reorgs on individuals 34:40 Hot takes: org structure in the age of AI; legal OS around restructuring 38:15 Idea 1: Use reorgs to recalibrate roles back to defaults 39:42 Idea 2: Value flow map your company before considering a standard reorg 42:53 Idea 3: Test new structure in parts of phases, not everything all at once 44:30 Idea 4: Accept that some centralization is required 47:50 Wrap up: Leave us a review and share the show with your coworkers! Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠⁠.
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    50 分
  • 30. Extended Leadership Teams: Set Up to Fail Yet Expected to Lead

    30. Extended Leadership Teams: Set Up to Fail Yet Expected to Lead
    2025/07/14
    The extended leadership team (those just below the C-suite) often finds itself stuck between translating strategy and triaging dysfunction. They’re tasked with cross-functional execution, but are rarely equipped, empowered, or aligned to pull it off. And in most organizations, this group is caught in a cycle of managing up, managing down, and managing chaos all around—with very little time or clarity left to lead. This week, Rodney and Sam take a closer look at what’s really going on with extended leadership teams, why they matter so much, and what gets in their way. From power dynamics and peer competition to vertical incentives and missing cross-functional glue, they pull apart the system that makes this group so hard to organize—and so critical to transformation. They also share field-tested tactics that can turn this underutilized layer into an OS-upgrading powerhouse. -------------------------------- Let's work together: ⁠⁠⁠https://www.theready.com/working-together⁠⁠⁠ Get our newsletter: ⁠⁠⁠Sign up here⁠⁠⁠⁠⁠. Follow us: ⁠⁠⁠⁠⁠LinkedIn⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠ -------------------------------- Mentioned references: Fruit Roll-Ups leadership teams org design ep: AWWTR Ep. 13 Sunshine Zone: Depthfinding Ep. 3 Basecamp (aka 37signals) and managers Haier and managers Twilight Zone: Depthfinding Ep. 4 mission-based teams (MBTs): FoHR Ep. 1 Jason Fried & "company as the product" 00:00 Intro + Check-In: What is one of your favorite low tech work hacks? 02:53 The Pattern: The extended leadership team is trapped between strategy and execution 05:17 The C-suite’s peace comes at the expense of chaos in the extended leadership team 09:04 Silos and competition between departments 12:52 Functions don’t truly understand what other functions contribute 15:40 The true work of the extended leadership team 21:40 External pressure on GenX and Millenial leaders reinforces the status quo 27:56 Idea 1: Identify shared purpose of your extended leadership team 30:45 Idea 2: Top missions for cross-functional leadership teams 35:21 Idea 3: Chartering a leadership team “role” for shared participation and ownership 37:52 Wrap up: Leave us a review and share the show with your colleagues Sound engineering and design by Taylor Marvin of ⁠⁠⁠⁠⁠⁠Coupe Studios⁠⁠⁠⁠⁠⁠.
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    40 分
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