designing organisations for the future - how to get from here to there - workshop prep 1

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

- Google

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