organizational agility

Organizational Agility

What promotes the

agility of your organization?

Does this structure promote the agility of your organization?

Hierarchical structures guarantee stability + predictability

Knowledge trapped in silo’s Poor collaboration Rigid performance management

systems One size fits all Employees are treated like children that have to be punished and rewarded Paternalistic leadership

Does the matrix structure promote agility?Does it solve all issues?

What will the organization ofthe future look like?

The presence of networked structures is an

important part of the agile, future proof organization.

Agile organizations

Agile organizations encourage their employees to be part of networks.

These networks go beyond the boundaries of

—their business unit—their own organization

Agile organizations collaborate intensely with clients and temporary workers

crowd sourcing / open innovation

diversified workforce

Is this about anarchy and chaos ?

The agile organization might have to allow a certain amount of chaos.

Working in networked structures is one of the

key elements for organizations to be agile.

It will be important for all types of organizations.NOT just the technology companies.

You need the right culture to be able to work in

networked structures.

Question 1What triggered the insufficiency of hierarchy?Why are hierarchical structures not sufficient anymore?

Question 1What triggered the insufficiency of hierarchy?Why are hierarchical structures not sufficient anymore?

Let me highlight 3 elements.

Element 1

Start of permeability of the organization(> working in partnerships - outsourcing)

“Interaction jobs” McKinsey - Knowledge Workers

Adult work-relationship

Element 2

Technology changed our world fundamentally. We live in a hyper-connected world.Information is fluid.

Element 3

“Hyperlinks subvert hierarchy.” Cluetrain Manifesto - 1999.

Element 3

Element 3

Work and office are disconnected.

Question 2How do organizations react to these fundamental changes?

Question 2How do organizations react to these fundamental changes?

3 examples

3 examples of reactions

• Working hours and the place one works become more flexible

Virgin versus Yahoo

• Evaluation systems are questioned

Microsoft versus Yahoo

• Intense use of social technologies Kluwer

- push (marketing) + pull (content marketing & dialogue with customers)

- knowledge sharing (internally and externally)

“Working life isn't 9-5 any more.”

“Companies that do not embrace this are missing a trick.”

Richard Branson - February 2013

” To successfully work with other people,

you have to trust each other.”

Richard Branson - February 2013

Evaluation systems should stimulate collaboration

Its

McKinsey

By the use of social technologies, companies have an opportunity to raise the productivity of knowledge workers by 20 - 25%.

“Strategic and networked relationships fuel modern organizations.”

“Individuals who maintain strong, collaborative networks tend to be productive high performers.”

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Question 3In which circumstances do networks work?

It’s not just about technology. It’s about a mindset.

Trust

Peer-learning

Failure tolerant & provoking leadership

It’s not just about technology. It’s about a mindset.

Intense knowledTrust

Peer-learning

Failure tolerant & provoking leadership

ge sharing

Transparant communication

Permeability of the organization

Diversified workforce

Interesting to read

About the importance of a diversified workforce

Human Capital Trends 2013 - Leading Indicators

http://www.deloitte.com/view/en_US/us/Services/consulting/human-capital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm

About the future of work

The Social Organization - Harvard Business review Press - Gartner

Net Work - A Practical Guide to Creating and Sustaining Networks at Work and in the World - Patti Anklam

Organizations don’t tweet - People do - Euan Semple.

About agility

http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Institute/Publications/WorkAgilityFinal.pdf

Get Lucky - How to Put Planned Serendipity to Work for You and Your Business - Thor Muller & Lane Becker

Seeing What Others Don’t - The Remarkable Ways We Gain Insights - Gary Klein.

Do you want to know more?

isabel.declercq@kluwer.be00 32 477 87 24 68@KluwerLearning on Twitter