Designing organisations for the future

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

Designing organisations for the future - how to get from here to there …

WORK OUT LOUD!Build a network!Share!

Courage


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


Why


An acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general

conditions and situations.

LIVING IN A V.U.C.A. WORLD


30% engaged70% disengaged


An increase in work related stress and mental health related absence from work,

both related to a workload and a long-hours culture

CIPD Absence Management Annual Survey Report


“in front of the new complexity of business, the only solution is not drawing boxes with reporting lines. It is basically the

interplay. How the parts work together. The connections, the interactions, the synapses. It is not the skeleton of boxes, it is the nervous system of adaptiveness and intelligence. you

could call it cooperation. Whenever people cooperate, they use less resources”

Yves Morieux


Designing Organisational Structure

Purpose


… the reason for which something is done or created or for which something exists…

An organisation can only realise

its highest potential when each

individual is fully valued and feels

fully vested in a shared purpose


“You can’t impose anything on anyone and expect them

to be committed to it”Edgar Schein, Professor Emeritus

MIT Sloan School


THE LAW OF THE FEW

“BUREAUCRACIES ARE BUILT BUY AND FOR PEOPLE WHO BUSY THEMSELVES PROVING THAT THEY ARE NECESSARY ESPECIALLY

WHEN THEY SUSPECT THEY AREN’T”

Ricardo Semler

HUMAN CENTRED

RELATIONSHIPS


In 2009, Buurtzorg had the highest satisfaction rates among patients anywhere in the country.

30% of all emergency hospital intakes are avoided

In 2010, Ernst & Young found the average costs were overall 40% less than other home care organizations, and in 2011 and 2012, Buurtzorg received the Netherlands’ national Employer of the Year Award.

Buurtzorg” is a highly successful award-winning Dutch community care organisation. Buurtzorg employs over 9000 nurses. Nurses work in teams of 10 to 12. The whole organisation is supported by a central support team of approximately 40 staff!

ALL major decisions taken by teams locally, there are no managers, teams are responsible for not only nursing care but also work allocation, administration, what offices to rent, when and how to best integrate with the local community and services.

From Reinventing Organisations (Frederic Laloux)

ORGANISATIONAL DEVELOPMENT?

Organisational development is a planned, systematic approach to improving

organisational effectiveness – one that aligns Strategy, People

and Processes

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

CultureEats strategy EVERYTHING for breakfast!

Culture as Strategy

70:20:10 model is a general guideline for organisations seeking to maximize the effectiveness of their learning, and development programmes.

70 hands-on experience (the 70%) is the most beneficial for employees because it enables them to discover and refine their job-related skills, make decisions, address challenges and interact with influential people such as bosses and mentors within work settings. They also learn from their mistakes and receive immediate feedback on their performance.

20 Employees learn from others (the 20%) through a variety of activities that include social learning, coaching, mentoring, collaborative learning and other methods of interaction with peers. Encouragement and feedback are prime benefits of this valuable learning approach.

10 10% of professional development optimally comes from formal traditional courseware instruction and other educational events. .

Its Culture (local, i.e. office team) that has the greatest impact on employee development! Think about your Culture and who is delivering your 70%?

Written for TrainingIndustry.com

Organisational Culture and 70:20:10

Stop, Look, Listen, Learn!


Listen to Understand not just to respond and you will

learn a lot more…


Trustnounfirm belief in the reliability, truth, or ability of someone or something

- Google

Leaders create safe spaces for people to show up.

Frederic Laloux


https://youtu.be/fLJsdqxnZb0

INTEGRITY

1. The quality of being honest and having strong moral principles

2. the state of being whole and undivided

Google


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


Psychological ownership transfers to follower

Authority to where information is

As a leader create clarity and develop competence

Give control and create leaders

Leaders challenge - is it safe? Is it the right thing to do?

Turning the Ship Around


https://youtu.be/OqmdLcyES_Q

Intrinsic MotivatorsAutonomy- urge to direct our own livesMastery- desire to get better at something

that mattersPurpose- to do what we do in service of

something larger than ourselves


Clarity - My Personal Contribution Canvas

2. What do our customers need from us?What do our customers value?

1. Our Organisational Purpose

What difference do we want to make in the lives of our customers/service users – our impact?

4. About me, what is my role?

What is Important To Me in my role?

What is Important For Me in my role?

6. What will success in my role look like?

7. These are the Skills I want to develop

8. Who could help me to be successful in my role?

9. This is how often I would like to discuss progress with my manager

10. This is how I believe I’m doing

3. What is the purpose of my team in meeting our customers needs.

5. How do I support my team purpose, what are my key activities in support of this?

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


Workers themselves are best placed to make decisions about how to perform their work…Peter Drucker

Knowledge Worker

“Things which matter most must never be at the mercy of things which matter least”

Johann Wolfgang von Goethe


Having the Courage to build organisations for the future …

“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

Designing organisations for the future

Business

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