This document discusses how today's organizations are still structured like the rigid, hierarchical military model of the past and are unable to change and adapt as quickly as disruptive new companies. It argues that transformations in large organizations take too long and often outlast the leaders who initiated the changes. However, the document provides examples of how some companies have been able to effect cultural changes through small, experimental tweaks rather than forced, top-down overhauls. These "culture hacking" techniques include unlimited vacation policies, collaboration, empowering small teams, and identifying and empowering change agents within the organization.

1. Hacking Your Way to a More Adaptive Organization
DISRUPTORS
DON’T FOLLOW
THE RULES
Reuven Gorsht | @reuvengorsht

2. 1925 94Countries
4,278Hotels
708,268Hotel Rooms
Established In

3. 2008
Established In
190Countries
1,000,000Listings
25MGuests to-date

4. COMING FOR YOU
AT RECORD-BREAKING SPEEDS
Valuation $46.0B
Sector: Consumer Electrics
Headquarters: Beijing
Founded: 2010
Valuation $41.2B
Sector: Transportation
Headquarters: San Francisco
Founded: 2009
Valuation $10.6B
Sector: Internet Retail
Headquarters: Bangalore
Founded: 2007
Valuation $6.0B
Sector: Mobile Payments
Headquarters: San Francisco
Founded: 2009

5. The Disruptors Are Coming For Us
BUT WE ARE TOO
RIGID AND SLOW

6. BASED ON A
MILITARY MODEL
Today’s Organizations
Are Still

7. THE MODERN
ORGANIZATION
“WHY IS IT THAT EVERY TIME I ASK
FOR A PAIR OF HANDS, THEY COME
WITH A BRAIN ATTACHED?”
Henry Ford

8. WE CAN’T CHANGE
FAST ENOUGH
30%
of employees
are actively
committed to
doing a good job
50%
of employees
merely put their
time in
20%
act out their
discontent in
counterproductive
ways, negatively
influencing their
coworkers
ACCORDING TO GALLUP’S STATE OF
THE AMERICAN WORKPLACE REPORT

9. TRANSFORMATIONS
TAKE TOO LONG &
OFTEN OUTLAST
LEADERS

10. EMOTIONAL NON-LINEAR CAN’T BE
FORCED

11. EMOTIONAL NON-LINEAR CAN’T BE
FORCED

12. EMOTIONAL NON-LINEAR CAN’T BE
FORCED

13. HOW ARE THEY SO
DIFFERENT?

14. OLD
POWER
NEW
POWER

15. CULTURE
HACKING

16. SMALL CHANGES
HUGE
IMPACT

17. EXECUTIVE
TRUST

18. TRAVEL POLICY

19. UNLIMITED
VACATION POLICY
CULTURE OF
LEARNING

20. COLLABORATION

21.
“IF A TEAM CAN’T
BE FED WITH TWO
PIZZAS, IT IS TOO
BIG”
Jeff Bezos
Amazon
THE POWER OF
SMALL TEAMS

22. IDENTIFY &
RALLY YOUR
CHANGE AGENTS
SEED
LOCALLY
LET IT GROW
HACKING
CULTURE
FIND THE
CRACKS EXPERIMENT

23. THINK BIG
EXECUTE SMALL

24. “IF YOU GIVE
PEOPLE
FREEDOM, THEY
WILL AMAZE YOU”
Laszlo Bock
SVP of Google’s People Operations