organizational agility
TRANSCRIPT
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.
