TOTAL WORKPLACE INNOVATION
The paradigm that will change the organisation
ODAM 17th-20th August 2014NES Copenhagen, Denmark
2014 Prof. dr. Geert Van Hootegem
Some observations
• Big bang: not observed;
• SME’sation: not observed;
• Market instead of organisation: not observed;
• Break down of employment relationship as dominant economic coordination mechanism: not observed;
• Flattening hierarchies: not observed;
• Functional organising: even more dominant then ever before
o AND WE KNOW IT AS A WORKER, A CUSTOMER, A CITIZEN, … HUMAN FACTORS RESEARCHER
THE BUREAUCRACY
SPECIALISATION AND LACK OF JOB CONTROL
THE UMBRELLA SYNDROME
SILO THINKING
FLEXIBILITY & AGILITY
Organisational Failure
“(…) organisations are still so imperfectlydesigned and our ignorance about them is sogreat that forms of malfunctioning and thesuffering which results from it are ubiquitousand are widely accepted as normal andunavoidable.”(Elias and Scotson, 1965)
INputINput
OUTput
OUTput
TransformationTransformation
INputINput
OUTput
OUTput
TransformationTransformation
HUGE WORKFORCE
+LOW SKILLED WORKFORCE
INputINput
LOTS OF WORKFORCE
+LOW SKILLED WORKFORCE
OUTput
OUTput
DESIRED
+Non DESIRED: inequality,
disease and ecological footprint
VolatilityVolatility
UncertaintyUncertainty
ComplexityComplexity
AmbiguityAmbiguity
Efficiency1960
Offer driven
Efficiency
Quality+
1970
Customerfriendliness
Flexibility
+
Quality
1980
Efficiency
Question driven Flexibility
Innovativity+
Quality
1990
Efficiency
Flexibility
ServiceSustainibility
+Innovativity
Quality
2000
Customer driven
Efficiency
Quality
Flexibility
Innovativity
Workability
+
2010
ServiceSustainibility
Efficiency
Employee driven
Performance Requirements
EUROPEES PERSPECTIEF
• Integral view
• (New) Theory based
• TWIN for TWINS:
o Organisational Performance + QWL
• VUCA-proof
• Declining Labour market:
o Highly skilled workers
o Diverse workforce (esp. multigenerational)
o Making voice
• Sustainable in a global competing economy
Specs for New Organisational Design Theory
TransformationTransformationINputINput
OUTput
OUTput
Need for integral view
PEOPLE
CULTURE
STRUCTURE
SYSTEMS
PEO
PLE
CU
LTU
RE
STR
UC
TU
RE
SY
STEM
S
LEADERSHIP
STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS
QUALITY OF THE
ORGANISATION
QUALITY OF
WORKING LIFE
Need for integral view
PEO
PLE
CU
LTU
RE
STR
UC
TU
RE
SY
STEM
S
QUALITY OF THE
ORGANISATION
QUALITY OF
WORKING LIFE
Need for integral view (2)
LEADERSHIP
STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS
26
Workplaces
Membershiprelations
Technology productionorganisation
Workorganisation
DisciplineAllocation
Industrial Relations
MST perspective on organisations & their environment
PRODUCTIONOR
€/$
SU
PP
OR
T
PR
EP
AR
AT
ION
CO
NT
RO
L
STRATEGICINNOVATION
STRUCTURAL IMPROVEMENT
OPERATIONALCONTROL
GROUPING OF TASKS AND FUNCTIONS WITHINTHE TEAM
PARALLELISATION& SEGMENTATION
PARALLELISATION& HOMOGENISATIONOF ORDER FLOWS
Sys
tem
Des
ign
Pro
cess
Map
ping
= b
ound
arie
s N
+1
Mis
sion
, Vis
ion,
Str
ateg
y, P
erfo
rman
ce r
equi
rem
ents
28
Workplaces
Membershiprelations
Technology productionorganisation
Workorganisation
DisciplineAllocation
Industrial Relations
MST perspective on organisations & their environment
PEO
PLE
CU
LTU
RE
STR
UC
TU
RE
SY
STEM
S
QUALITY OF THE
ORGANISATION
QUALITY OF
WORKING LIFE
VUCAVOLATILITY – UNCERTAINTY – COMPLEXITY - AMBIGUITY
LEADERSHIP
STRATEGY, MISSION, VISION PERFORMANCE REQUIREMENTS
SYSTEMS
• First designing the structure, then systems
o ICT
o Architectural
o HRM
o …
• Integrate lean thinking and be aware of 8.5 forms of waste
Principles of TWIN
• Boundary Management (insourcing!)
• Shift the Silo’s and the result is …
• Multidisciplinary teams responsible for a whole stream of orders (objects, patients, students, …) with a high intradependency and low interdependency
• A bundle of operations to be performed by a group of people is the basic element of the organisation (and NOT a function)
• By default: processes can be different even if standardized (Striving for balance by asymmetry by design)
o On behalf of customer requirements
o On behalf of workforce diversity
Principles of TWIN (2)
• Preparing and supporting functions decentral by default using the UNLESS-technique or principle
• Governance structure is designed
o As latest step in the design process
o Bottom up
• Workforce Mobility as assignment
• Lateral functions or requirements like safety, health, innovation, learning, etc. are locked in daily operation routines, just like TOTAL QUALITITY PRODUCTION
• … TOTAL WORKPLACE INNOVATION
OLD DAYS
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
NEW DESIGN, OLD FOUNDATIONS
OLD DAYS
TRANSITION
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
Japanese Just in Time
Group DynamicWisdom
US Human Relation School
Bifurcation
Goals = €
NEW DESIGN, OLD FOUNDATIONS
Goals = sustainability + €
OLD DAYS
TRANSITION
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
Japanese Just in Time
Group DynamicWisdom
E. Trist Socio-TechnicalMovement
IndustrialDemocracy
US Human Relation School
Scand. Socio-Technical II
Goals = €
Goals = sustainability + €
NEW DESIGN, OLD FOUNDATIONS
Bifurcation
OLD DAYS
TRANSITION
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
Japanese Just in Time
Group DynamicWisdom
E. Trist Socio-TechnicalMovement
IndustrialDemocracy
US Human Relation School
Scand. Socio-Technical II
Bifurcation
Lean Production
Reengeneering
Goals = €
Goals = Sustainability + €
NEW DESIGN, OLD FOUNDATIONS
OLD DAYS
TRANSITION NEW WORLD
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
Japanese Just in Time
Group DynamicWisdom
E. Trist Socio-TechnicalMovement
IndustrialDemocracy
US Human Relation School
Scand. Socio-Technical II
MST Lowlands
ConduciveProduction
Bifurcation
Lean Production
ReflexiveProduction
New Goal Structure
Reengeneering
Goals = €
Goals = sustainability + €
Total WorkplaceInnovation
NEW DESIGN, OLD FOUNDATIONS
OLD DAYS
TRANSITION NEW WORLD
Taylor(scientific management)
A. SmithSpecialization
Labor
H. Ford Assembly Line
Japanese Just in Time
Group DynamicWisdom
E. Trist Socio-TechnicalMovement
IndustrialDemocracy
US Human Relation School
Scand. Socio-Technical II
MST Lowlands
ConduciveProduction
Bifurcation
Lean Production
ReflexiveProduction
New Goal Structure
Reengeneering
Goals = €
Goals = sustainability + €
Total WorkplaceInnovation
NEW DESIGN, OLD FOUNDATIONS
New Design, Old Foundations
Old Connections, New Movements
To register and for more details: http://www.stsroundtable.com
Invitation to the 2014 Meeting of the Global Socio-Technical Systems Network Montreal, Canada, September 17 to 20, 2014
The nature of work has changed drastically in the last few years.
Information and communication technologies
Globalization of commerce and manufacturing
The global financial crisis in Europe
Higher levels of education of people
The need for a balanced work life
The need for constant innovation These are some of the main reasons why work has changed. As practioners in the field of organizations, we know that changes to the way work is organized and managed are essential for economic and social prosperity and sustainability. We, the Ulbo de Sitter Institute (USI) and the Socio-Technical Systems Roundtable, wish to create a series of online and face to face discussions with practioners, academics, union leaders as well as private and public enterprises that have similar aspirations. Our goal is to share and, learn from each other on the best means to create and sustain healthy and innovative organizations: Great Places to Work, Places that Work Great. We wish to invite you to our Global Socio-Technical Systems Network meeting on this theme in Montreal from September 17 to 20, 2014. Our wish is that your participation in this conference begin in the next few weeks through on line discussions on topics that deal with the realities of current and forthcoming workplaces. We invite you to participate in co-creating learning events to be held during the conference through ongoing dialogues on changing workplace topics; mini-design teams will co-create learning events for each conference. To participate, you are invited to go to our website at www.stsroundtable.com.
We have identified five themes with which to begin designing the learning events for the conference:
1. CHANGING NATURE OF WORK
a) Work Context
What has changed and what has not changed
Impact on workers - blue collar, white collar, professional and managers.
b) Voice of the worker
What can unions do?
Impact on unions
Time and place-independent work
2. INFORMATION/COMMUNICATION TECHNOLOGIES (ICT) FROM DIFFERENT PERSPECTIVES:
impact on organization(s) (design) and lessons for STS
3. DESIGNING HEALTHY
ORGANIZATIONS
Changing nature of organizations
Lateral or horizontal coordination
Virtual collaboration
4. DESIGNING RELATIONS AMONG ORGANIZATIONS [EXTENDED ENTERPRISE]
Network organizations – private, public or community based
Value realization networks
Distributed work
Horizontal intra-organizational design
5. GLOBAL WORK INNOVATION NETWORKS, AN ECOSYSTEM OF NETWORKS (GLO.WIN)
Purpose/Name
Value proposition
Structure - including website activation
Membership
Sponsored by:
Thank you for yourattention!contact: [email protected]@kuleuven.be
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