Post on 12-Feb-2017
transcript
Designing the Agile, Connected OrganizationWhat are we designing for? What’s the goal?
Future-Proofed Innovation
2: Org Design Model
3: Iterative Negotiated Approach
4: Experiment To Refine
1: Organizational Demands --- Context
Poss
ibilit
ies
Design
Strategy
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Demands
Globalization
Augmentation/Substitution
Disintermediation
Freelancing
Education
Context
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Year Of Your Organization’s Design
Your Data – Few Are Future-Built – Looking forward to hearing back…
<2000 ≥2000 ≥2010 ≥2016 ≥201802468
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Participants
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Where does responsibility lie for:
Perf Man-
agement
Assignments Core Hours Meetings Vacation0
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Employee Employee, Some ManagerEmployee/Team Employee/ManagerManager, Some Employee Manager
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A 21st Century Organization, Designed in 1958
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Nucor Steel
21st Century in the 60s
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In Your Team Room – Until 11:201. Outline one or two demands in one
of your organizations – Apply design thinking
2. Brainstorm around the issues & constraints that will play a role in whatever solution/improvement you try (don’t move to solution/improvement yet)
3. Keep your notes for the afternoon
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In teams room working at 12:45 (Back here 1:15)How is Gore successful?How would you assess Gore and compare it to your own organization?
Creating our framework for organizational design…
Please keep notes on how you answered these two questions
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How is Gore successful?
How did you assess Gore and compare it to your own organization?
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McKinsey 7S
Galbraith STAR Model
http://www.jaygalbraith.com/images/pdfs/StarModel.pdf
Griffith Star Model
Context
People
Structure Technology
Process
Strategy
Levers Affecting Gore’s Culture
People (Who they
hired)
Process(Waterline)
Structure:Layers of Hierarchy
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More Dimension Examples:Click to insert chart from template
Process
Technology
Context
http://www.zapposinsights.com/about/holacracy
Structure/Process
The Nucor “Story” – Context/People/Structure/Process
SafetyFirst
EliminatingHierarchy
Trust&Freedom
WorkEthic
EveryoneaDecisionMaker
AllWorkersaStake
EmployeeRelations
Technology/People/Process
Most organizational changes do not meet their goals (they fail)
Why?
People
Process
TechnologyStructure
Context
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Implement Collabora-tion Software
People
Process
TechnologyStructure
Context
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Self-Design-ing Teams
Now we have a framework, let’s use it to design an organization – or a piece of one
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“Plugged-In” Management
Every Organization is DifferentHow Do Design For Your Specific Setting?
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Stop – Look - Listen
AP Photo/Charles Rex Arbogast
Stop & Think About Your Resources: Agile,
Networks, Generations, Values, StrategyListen to Your Results: Scrum,
LeanBe Mindful
Mixing
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Levers Affecting Gore’s Culture
How do you deal with the fact that we can’t do this on our own?
“Negotiating” your Mix
What’s a negotiation?How do you do it?
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Stakeholders
Issues – Use the STAR to identify main levers
OutcomesValues of Outcomes to
Stakeholders
Integrative Designs as the “Deal”Iterative
Building Blocks of Negotiation
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Implementing -- Solution Stakeholder 1
Stakeholder 2
Stakeholder 3
People….: These are perceived values for the particular outcome
Outcome 1 Outcome 1 Outcome 1 Technology….. Outcome 1 Outcome 2 Outcome 3 Process….. Outcome 1 Outcome 2Outcome 3
Sharing
Share/Iterate
Stop-Look-Listen
Mix:Human,Technical&OrgDimensions
Evaluate
Steps to Agile, Connected Execution
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Let’s Put The Ideas Into Practice
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Stakeholders
IssuesOutcomesValues of Outcomes to
Stakeholders
Integrative Designs as the “Deal”
Plan to Negotiate To Your New Design
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Move to the first iteration of your team solution.
Graph the dimensions to mix – Deliverable
Draft Stakeholders, Issues, Outcomes, & Values -- Deliverable
In Teams:
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When You Come Back:
We’ll Share Solutions
& Implementation Ideas
(Always work in that order)