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Designing the Agile Connected Organization

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PowerPoint PresentationDesigning the Agile, Connected OrganizationWhat are we designing for? Whats the goal?1Future-Proofed Innovation2: Org Design Model3: Iterative Negotiated Approach4: Experiment To Refine1: Organizational Demands --- ContextPossibilities2DesignStrategyDesign supports strategy in that order3DemandsGlobalizationAugmentation/SubstitutionDisintermediationFreelancingEducationContext#Year Of Your Organizations DesignYour Data Few Are Future-Built Looking forward to hearing back#FIX5Where does responsibility lie for:#Vacation is interesting. Many organizations have quit tracking vacation Netflix as an example. How do you think this will shift over time?6#Bruce A. Wielicki, in the room? Name that cloud and suggest why I show it?7A 21st Century Organization, Designed in 1958#Nucor Steel21st Century in the 60s#In Your Team Room Until 11:20 Outline one or two demands in one of your organizations Apply design thinking Brainstorm around the issues & constraints that will play a role in whatever solution/improvement you try (dont move to solution/improvement yet) Keep your notes for the afternoon##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 designPlease keep notes on how you answered these two questions#How is Gore successful?How did you assess Gore and compare it to your own organization? #Examples on board16McKinsey 7S#Galbraith STAR Model Star ModelContextPeopleStructureTechnologyProcessStrategy Affecting Gores CulturePart 2 Workbook21People (Who they hired)Process(Waterline)Structure:Layers of HierarchyMore Dimension Examples:#ProcessTechnologyeSellerPro automation, analytics27Context Nucor Story Context/People/Structure/ProcessSafety FirstEliminating HierarchyTrust & FreedomWork EthicEveryone a Decision MakerAll Workers a StakeEmployee Relations cant change just one thing30Technology/People/Process organizational changes do not meet their goals (they fail)Why?#Leverage Points Most organizational changes fail why?34Leverage points35Now we have a framework, lets use it to design an organization or a piece of onePlugged-In ManagementEvery Organization is DifferentHow Do Design For Your Specific Setting?######3 Practices42Stop Look - Listen#Youre already doing the first one youve stopped and shown up here. Stop-look-listen = recognitionLooking and Listening think After Action Review plan to stop and consider your options across each of the three dimensions. Make it a standard practice rather than a post mortem44AP Photo/Charles Rex ArbogastThink about the changes to the technology and process youve seen over the years. Could some of those been anticipated earlier? How about the choices made?45Stop & Think About Your Resources: Agile, Networks, Generations, Values, StrategyListen to Your Results: Scrum, LeanBe MindfulMixingThink of mixing as negotiating and youll get most of the idea. You have stakeholders, you have issues, and you have outcomes if you put a product or service together in a way that would get agreement in a negotiation I expect youll have success. or think about it like a chocolate chip cookie48 Some rights reserved by advencapJust like these ingredients on their own dont make a chocolate chip cookie Affecting Gores CulturePart 2 Workbook50How do you deal with the fact that we cant do this on our own?51Negotiating your MixWhats a negotiation?How do you do it?Sharing is basically about getting other people on board, playing by the same rules, helping52StakeholdersIssues Use the STAR to identify main leversOutcomesValues of Outcomes to StakeholdersIntegrative Designs as the DealIterativeBuilding Blocks of Negotiation#53Implementing -- SolutionStakeholder 1Stakeholder 2Stakeholder 3People.: These are perceived values for the particular outcomeOutcome 1 Outcome 1 Outcome 1 Technology.. Outcome 1 Outcome 2 Outcome 3 Process.. Outcome 1 Outcome 2Outcome 3 #54SharingSharing is basically about getting other people on board, playing by the same rules, helping55Share/IterateStop-Look-ListenMix: Human, Technical & Org DimensionsEvaluateSteps to Agile, Connected ExecutionLet go of many old modelsStart a conversationLeverage human, technical & organizational dimensionsEvaluateIterate56Lets Put The Ideas Into Practice#57StakeholdersIssuesOutcomesValues of Outcomes to StakeholdersIntegrative Designs as the DealPlan to Negotiate To Your New Design#58Move to the first iteration of your team solution.Graph the dimensions to mix DeliverableDraft Stakeholders, Issues, Outcomes, & Values -- DeliverableIn Teams:#59When You Come Back: Well Share Solutions & Implementation Ideas(Always work in that order)#60