autonomy in alignment for decentralised organisations, a presentation as part of newco, barcelona,...

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Autonomy in Alignment for Decentralised OrganisationsClaro Partners at NewCo27 October 2016


Content

1. About Claro

2. Why do we need a new way of working?

3. What is autonomy in alignment?

4. How to transition and adapt?

5. Discussion


1. About Claro


WHO WE ARE

Claro Partners is an international business innovation and service design firm.

We make sense of disruptive shifts in business and society to develop new market opportunities, strategies and business models.


WHAT WE DO

By combining social science, design thinking and business strategy, we lead our clients to solutions that create value for both business and for society.


We take an ethnographic approach to business and design challenges


2. Why do we need new ways of working?


The traditional organisation is struggling to innovate

and attract talent.


New attitudes towards jobs and lifestlye

New expectations towards customisation of products

New capabilities to get things done independently

New balance of economies of scale vs.

economies of small

Large scale, hierarchal organisations were not built for current context

We need new organizational design

for a new dynamic reality

INDIVIDUALS

SOCIE

TYTECHNOLOG

Y

ECON

OMY


ROLESMany stages and titles Flexible roles

CONTROLHierarchy of control Decentralised decisions

RESOURCES AND IDEASIsolated in teams and departments Rapid diffusion

PEOPLE ACCESSLimited Short and available pathways

CULTUREStatus valued Non-status related set of values

WORKExecution Creativity and initiative

TRADITIONAL HR MODEL VALUE CREATION NETWORK

Centralised

Inflexible, rigid and highly defined

Roles, stages and relationships

VALUE CREATION

STRUCTURE

REWARDS AND INCENTIVES

Decentralised

Adaptive capacity, dynamic

For value added to the network


Machine Family Organism

This points us to a new metaphor for the organisation


Value creation networks will only function with “autonomy in alignment”

Control

FreedomControl Autonomy in alignment


Autonomy in alignment should be present in structure, people, experience

Who is the new employee?

What does the structure look like?

What is their experience from

recruit to alumni?


3. What is autonomy in alignment?



1) Organizational Structure


Structures for value creation networks

3 NETWORK

2 HUB & SPOKES

1 SEPARATE CELLS

individuals teams



Separate cells| every person is a virtual company and delivers end-to-end products to their own customers

Alex

Nick

CliveDave

Josh

1) Organisational structure

Matt Black Systems


Hub & Spokes| cells share a fundamental set of capabilities that enable them to deliver a product or service


Handelsbanken

LeedsChippenham

Poole

Ipswich

London

Yeovil


Network| every team owns one piece of the service


Spotify

Ads

Track listing

Artist pages

Play button

DiscoveryBrowsing experience


Structures for value creation networks

3 NETWORK

2 HUB & SPOKES

1 SEPARATE CELLS

individuals teams



The operating system that enables autonomy in alignment

Common Principles

#1 Be accountable to the customer before the company

#2 Organise around offers, not capabilities

#3 Set the direction, not the route

#4 Enable problem-solving, don´t provide the solutions

#5 Don´t set it and forget it

Separate Cells

Hub and spoke

Network



2) People


People are the most important elementof a value creation network


“I am responsible for taking action, asking questions, getting answers, and making decisions. I won’t wait for someone to tell me. If I need to know, I’m responsible for asking.”

Learning-maniac pledge, WD40

2) People


Value creator characteristics

For finding their own solutions• Curious• Resourceful• Collaborative

For being adaptive• Has or can acquire multiple skills • Holistic thinker• Responsible risk taker

For a culture based on norms, not standards• Self-motivated • Self-disciplined• Has empathy

2) People


3) Journey


recruit to alumni?


Autonomy in alignment is an everyday experience


Autonomy in alignment at every step

Aware

Connect

Create

Position

Assess

Start

Reward

Stay e

ngaged

Personal

change

Develo

p

Leave

3) Journey


Autonomy in alignment should be present in structure, people, experience




recruit to alumni?


4. How to transition and adapt?


How to transition and adapt?

CHANGE

COMMITMENT STRATEGY

TRANSITIONCULTURE


Two stories:

Realising one big roll

out

Small and incremental experiments

SEMCOING

TOP-DOWN BOTTOM-UP


One big roll out


Make complex, simple:

SurveyWorkshops

EXPERIENCESTRUCTURE BEHAVIOUR

Set-up

Orange Code Agile Way of Working

New RolesNew Responsibilities

Ground RulesAgile Coach



SurveyWorkshops


Set-up







SurveyWorkshops


Set-up

Orange Code


Agile Way of Working


One big roll out


Snowball effect:

Closed/ open payroll


Snowball effect:

Set your own salary



Snowball effect:

Set your own salary

Hire & fire



• We need a new way of working

• Organisational structures for value creating networks

• New employee profile

• New employee experience

• Transition top-down or bottom-up

Summary


5. Q&A

Claro Partnerswww.claropartners.com

+34 931 786 332

Aldo de Jong Co-founder + Partner

[email protected]

Leo [email protected]

Harry [email protected]

Let’s continuethe conversation…

mailto:[email protected]

mailto:[email protected]

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