designing organisations for the future - how to get from here to there - workshop prep 1
TRANSCRIPT
Designing organisations for the future - how to get from here to there …
Which pill? only you can decide…Morpheus: This is your last chance Neo. After this, there is no turning back. You take the blue pill - the story ends, you wake up in your bed and believe whatever you want to believe. You take the red pill - you stay in Wonderland and I show you how deep the rabbit-hole goes!
The Matrix
Living in a V.U.C.A. world
An acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. The notion of VUCA was introduced by the U.S. Army War College. It has been subsequently used in emerging ideas in strategic leadership that apply in a wide range of organizations.
70 …. 20 …. 10?What does it mean for the future of learning?
The Law of the Few
Define
Human centred
Generative Questions
What if?
Important ToImportant For
What’s working?What’s not working?What do we need to know more about?
Why?
Purpose, Values and StandardsWhat is our ‘Core Purpose’? ……….. What do we stand for?Organisations that loose touch with their purpose, values, vision, have no inspiration to fuel their process of change.
Beyond Change Management
Aligning to
Designing for
Development of
Leading from
Learning by
Measurement of
Customer Value?
Connecting to
A strong well communicated and ‘owned’ Purpose can become the lantern that leaders use to guide the organisation from its past, through uncertainty, into its future…
Disengagement
Complicatedness
Ideate
Organisational design?Organisation design is not simply about mapping out an organisational structure,but also about how the organisation is aligned with all other aspects, functions,processes and strategies within the business. When looking at organisationdesign, the context within which the business exists must be taken intoConsideration. CIPD
“Bureaucracies are built buy and for people who busy themselves proving
that they are necessary especially when they suspect they aren’t”
Ricardo Semler
Organisational structure, which is best?Hybrid??
Organisational development?Organisational development is a planned, systematic approach to improving organisational effectiveness – one that aligns strategy, people and processes
Culture as Strategy
Context, dear boy, Context!
Dialogic
Conversations that matter
The more complicated the organisation, the more difficult it is to understand what is really
happening. So summaries, proxies, reports, key performance indicators, metrics are needed. People spend their time in meetings, writing
reports. Based on BCG analysis, teams in these organisations spend between 40% and 80% of their time wasting their time, working harder
and harder, longer and longer, on less and less value-adding activities. This is what is killing
productivity and making people suffer at work.Yves Morieux
IntentionIts all about you, you know!
Whole Person
Body
Heart
Mind
Soul
CLARITY
CONTROL
COMPETENCE
If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead give them a tool the use of which will lead to new ways of thinking
Buckminster Fuller
“Well if I were you I wouldn’t start from here!”
Awareness
Stop! ….. Look! ….. Listen! …. Learn!
Get above the chatter, busyness and noise!
Get out of your own head!
WORK OUT LOUD!Build a network!Share!Sharing is the new black!
Learn some more! Develop an Open mind-set, not a Closed one! Go deep!
Understand more, judge less
CultureEats strategy for breakfast!
Never ever, ever, ever underestimate the power of stupidity! – Stupidity Paradox
LEADERSHIP
When executives have climbed to the top of their success ladder through knowing what to do when and always being in control, facing the uncertainty of organisational transformation can be one of the toughest personal challenges of their professional lives. Often the toughest issue they face is the fact that perhaps their own beliefs, mind-sets, or styles are the barriers to their organisation’s success.
Transformation may require leaders to change personally, that they must change their mind-sets, behaviours, and styles to lead transformation successfully.
I’m afraid its personal!
Empathy
Diary of an Egotist It will fail without me!Please let it fail without me!It MUST fail without me!I will make it fail without me!It failed without me! I told you so!Natural order is restored, therefore I am!Now let the blaming games commence!
Leaders create safe spaces for people to show up.
Frederic Laloux
Behaviour
Integrity1. The quality of being
honest and having strong moral principles
2. the state of being whole and undivided Google
Cooperation
Social CapitalTeam of Teams
Learning
Courage
StoryNever underestimate the power of a compelling narrative
Good stories connect with emotions first not logic!
Build the emotional case
Communication;Engagement; Relationship Management ;ConnectorsWeak ties
Meaningful Interactions
Your Legacy
With courage you will dare to take risks, have the strength to be compassionate and the wisdom to be humble, Courage is the foundation of integrity……
Kashavan Nair
Trustnounfirm belief in the reliability, truth, or ability of someone or something
Scotty, we need more Trust?I canna do it Cap’n all the Trust is gone! and
the Respect is getting dangerously low!
Trust, Responsibility, RespectGainMaintainValue
Trust in God, but Remember—Tie up Your
Camel!Ancient Arabian proverb
So trust yes, but don’t neglect common sense!
INTELLIGENT DISOBEDIENCE
“Rock the boat, don't rock the boat baby
Rock the boat, don't tip the boat over”…
Rocking the boat and managing to stay in it!
LISTEN TO UNDERSTAND,TO YOUR MAVRICKS,
RADICALS, CREATIVES…
Seek out the staff who stretch or bend the rules to give a better service,
learn from what they do..
Technology Enabled Transformation
ServiceDesign
Systems Thinking
Workers themselves are best placed to make decisions about how to perform their work…Peter Drucker
Knowledge Worker
90% system10% people
Systems Thinking • Systems Thinking is the Central Idea the relationship that links: • Purpose • Measure
• When you derive measures from purpose you liberate method • Method
• By deriving measures from purpose (defined from the customers' viewpoint), you liberate method: • Innovation and Improvement in the execution of work follow
John Seddon
Prototype
OK … so what do we do now?
Go to the edge of your organisation,Listen to your staff Listen to your customers / service userDetermine value from your customers / users perspective
Get knowledge!understand how the work, works!
John Seddon
“Things which matter most must never be at the mercy of things which matter least”
Johann Wolfgang von Goethe
Urgency V Importance
The busyness epidemic
Focus on the Critical Few, measure what matters…
PI’sRI’sKPI’sKRI’sCSF’sBenefits Realisation
InputsOutputsOutcomesImpactLeadLagMilestonesRiskIssues
Knowing the price of everything but the VALUE of nothing!
Make it EssentialMake it ReadyMake it HappenMake it Stick
The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into smaller manageable tasks, and starting on the first one...
Mark Twain
Project Management
Traditional
Project Management
Agile
Mind the execution/knowing-doing gap!
Change leaders cannot stamp out or negate the predictable reactions to the unknown, nor can they manage around them. For this reason Organisational Transformation Strategies must include personal transformational strategies. Leaders must attend to people as much as they attend to content.
Beyond Change Management
StoriesSymbolsRoutinesRitualsStructureControlsSystemsContext
Consider:
Enable leadership at all levels in the
organisation, encourage positive risk
taking, ownership of issues and
accountability
Proactivity at the point of delivery!
THE PROCESS OF CHANGE IN THE MODERN WORKPLACE REQUIRES
LEADERSHIP RATHER THAN AUTHORITY, AND FREEDOM RATHER THAN CONTROL. LEADERSHIP IS NOT
ABOUT MAKING THE RIGHT DECISIONS ANYMORE, BUT ABOUT
MAKING SURE THE RIGHT DECISIONS ARE MADE. THE ONLY WAY TO LEAD
IN TODAY’S FLATTENED ORGANISATION STRUCTURE IS TO
CREATE A SENSE OF OWNERSHIP AT EVERY LEVEL OF THE ORGANISATION
THE POWER TO CHANGE – GRID INTERNATIONAL
CapacityCapabilityTimeBudget
Mobilise:
Test
The Challenge“Wanderer, your footsteps are the road, and nothing more; wanderer, there is no road, the road is made by walking. By walking one makes the road, and upon glancing behind one sees the path”
Antonio Machado, Spanish poet