L&D Summit VI - Lothar Wenzl, EODF - Workshop The Energetic Organisations

1. trainconsulting GmbH
Mariahilfer Straße 88a/3/9
A-1070 Wien
T +43–1–526 07 40
office@trainconsulting.eu
www.trainconsulting.eu
Designing energetic organisations
ORGANISATIONS DESIGN
LOTHAR WENZL

2. Why is this relevant?
• 2/3-3/4 of the world‘s staff is not emotionally committed to
their organisation*
• Burnouts, business diseases,… are rising
• People (above all in the industrialized countries) are more
and more searching for meaning
• …
(Towers Perrin: Global Workforce Study 2009, Zukunftsinstitut 2011, Deloitte et al)
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3. Definitionen für Org Design
• Everything that defines the game of the organisation.
• „A systems approach to arranging how to do the work
necessary to effectively achieve a (business and/or societal)
purpose and strategy whilst delivering high quality
customer and employee experience“ (N. Stanford)
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4. Design and culture
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Corporate
culture
principles
Forms behaviour

5. 4 Principles:
• 1/Commitment: Expectations are committed within teams and ranked against the contributions at
the end of year -> basis for salary increase
• 2/Waterline: responsibility is key, everyone decides what he can be responsible for alone – above the
waterline
• 3/Fairness: „We try to be fair“…with all Stakeholders… gain trust in the market…
• 4/Freedom: for „my personal development“. Everyone has an expert leader and a sponsor (=Mentor, is
chosen worldwide)
Rule for Innovation: „who can win and get the commitment of x collegues for an innovation
project does not need any further approval"
No organizational units with more than 150 employees 5

6. • Customer comes first -> Every employee is obliged to exceed customers needs
• Joy at Work, Teamspirit
• Best Practice of a positive Organisation
• It's all about celebration: Parties in the Company, Games,… everywhere
• Value Nr.3: "Create fun and little weirdness"
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7. „People are adults, take full responsibiliy in their private life. Why not in our
company? – because we treat them like kids.“
• Principles: responsibility, leadership, time control, transparency, fairness
• Rule: „It is a thousand times better to ask for forgiveness afterwards than for
approval upfront"
• Survival Manual
• Result orientiation
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8. • Principles: responsibility, entreprenuership, decentralisation
• Relative goals
• No budgets
• Hierarchy is turned upside down: the HQ is a service function, no overruling
• Collective bonuses – no ex-ante-incentive – ex post rewards only
• Only one KPI: Cost Income Ratio
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9. • We work time and place independent
• Trust instead of control
• Output instead of presence
• Leadership instead of management
• Collaborate and work with clear goals and objectives
• Guidance instead of rules
• Dialogue versus sending in one way direction
• Use the right tools for the right job
• Share everything you do
• Take responsibility
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10 Work Principles

10. Criterias for Organisation-Design
• flexible
• minimum critical
• horizontal rather than vertical – outside in
• energy in focus
• principles based
• designing the corporate culture on the basis von principles in the
direction of the desired state
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11. Forms of Organisations
Sharing
Social Entrepreneurship
State Capitalism
People Power
Open Source
Connectors
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12. Shared Space
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13. Shared Space
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14. Shared Space
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15. 15

16. 16

17. Recommendations for positive organizations
• Leadership is decisive
• Focus on strenghts, resources, successes and positive deviation.
• Forms, strenghtening team performance, no indivudal incentives.
• Make decisions as close to the customer as possible.
• Principles instead of rules – reduce bureuacracy to a minimum.
• Foster responsibility for the organisation
• Focus on evidence.
• Transparency. Consequence. Consistency.
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18. 18
Think Big
Start small
Move Fast