Designing the Agile, Connected OrganizationWhat are we designing for? What’s the goal?

Future-Proofed Innovation

2: Org Design Model

3: Iterative Negotiated Approach

4: Experiment To Refine

1: Organizational Demands --- Context

Poss

ibilit

ies

Design

Strategy

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Demands

Globalization

Augmentation/Substitution

Disintermediation

Freelancing

Education

Context

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Year Of Your Organization’s Design

Your Data – Few Are Future-Built – Looking forward to hearing back…

<2000 ≥2000 ≥2010 ≥2016 ≥201802468

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Participants

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Where does responsibility lie for:

Perf Man-

agement

Assignments Core Hours Meetings Vacation0

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4

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10

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Employee Employee, Some ManagerEmployee/Team Employee/ManagerManager, Some Employee Manager

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A 21st Century Organization, Designed in 1958

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Nucor Steel

21st Century in the 60s

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In Your Team Room – Until 11:201. Outline one or two demands in one

of your organizations – Apply design thinking

2. Brainstorm around the issues & constraints that will play a role in whatever solution/improvement you try (don’t move to solution/improvement yet)

3. Keep your notes for the afternoon

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In teams room working at 12:45 (Back here 1:15)How is Gore successful?How would you assess Gore and compare it to your own organization?

Creating our framework for organizational design…

Please keep notes on how you answered these two questions

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How is Gore successful?

How did you assess Gore and compare it to your own organization?

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McKinsey 7S

Galbraith STAR Model

http://www.jaygalbraith.com/images/pdfs/StarModel.pdf

Griffith Star Model

Context

People

Structure Technology

Process

Strategy

Levers Affecting Gore’s Culture

People (Who they

hired)

Process(Waterline)

Structure:Layers of Hierarchy

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More Dimension Examples:Click to insert chart from template

Process

Technology

Context

http://www.zapposinsights.com/about/holacracy

Structure/Process

The Nucor “Story” – Context/People/Structure/Process

SafetyFirst

EliminatingHierarchy

Trust&Freedom

WorkEthic

EveryoneaDecisionMaker

AllWorkersaStake

EmployeeRelations

Technology/People/Process

Most organizational changes do not meet their goals (they fail)

Why?

People

Process

TechnologyStructure

Context

0

50

100

Implement Collabora-tion Software

People

Process

TechnologyStructure

Context

0

50

100

Self-Design-ing Teams

Now we have a framework, let’s use it to design an organization – or a piece of one

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“Plugged-In” Management

Every Organization is DifferentHow Do Design For Your Specific Setting?

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Stop – Look - Listen

AP Photo/Charles Rex Arbogast

Stop & Think About Your Resources: Agile,

Networks, Generations, Values, StrategyListen to Your Results: Scrum,

LeanBe Mindful

Mixing

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Levers Affecting Gore’s Culture

How do you deal with the fact that we can’t do this on our own?

“Negotiating” your Mix

What’s a negotiation?How do you do it?

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Stakeholders

Issues – Use the STAR to identify main levers

OutcomesValues of Outcomes to

Stakeholders

Integrative Designs as the “Deal”Iterative

Building Blocks of Negotiation

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Implementing -- Solution Stakeholder 1

Stakeholder 2

Stakeholder 3

People….: These are perceived values for the particular outcome

Outcome 1 Outcome 1 Outcome 1 Technology….. Outcome 1 Outcome 2 Outcome 3 Process….. Outcome 1 Outcome 2Outcome 3

Sharing

Share/Iterate

Stop-Look-Listen

Mix:Human,Technical&OrgDimensions

Evaluate

Steps to Agile, Connected Execution

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Let’s Put The Ideas Into Practice

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Stakeholders

IssuesOutcomesValues of Outcomes to

Stakeholders

Integrative Designs as the “Deal”

Plan to Negotiate To Your New Design

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Move to the first iteration of your team solution.

Graph the dimensions to mix – Deliverable

Draft Stakeholders, Issues, Outcomes, & Values -- Deliverable

In Teams:

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When You Come Back:

We’ll Share Solutions

& Implementation Ideas

(Always work in that order)