Organizational
Agility
What promotes the agility
of your organization?
Does this structure promote the agility of your organization?
Hierarchical structures guarantee stability + predictability

Knowledge trapped in silo’s
Poor collaboration
Rigid perform...
Does the matrix structure promote agility?
Does it solve all issues?
What will the organization of
the future look like?
The presence of networked structures is an important part of
the agile, future proof organization.
Agile organizations
 Agile organizations encourage their employees to be part of networks.
 These networks go beyond the...
Is this about anarchy and chao
The agile organization might have to
allow a certain amount of chaos.
Working in networked structures is one of the key elements
for organizations to be agile.
It will be important for all typ...
Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?
Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?
Let me h...
Element 1
Start of

permeability of the organization
(> working in partnerships - outsourcing)
Element 2

“Interaction jobs” McKinsey - Knowledge Workers

Adult work-relationship
Element 3

Technology changed our world fundamentally.
We live in a hyper-connected world.
Information is fluid.
Element 3

“Hyperlinks subvert hierarchy.”
Cluetrain Manifesto - 1999.
Element 3

Work and office are disconnected.
Question 2
How do organizations react to these fundamental
changes?
Question 2
How do organizations react to these fundamental
changes?
3 examples
3 examples of reactions
•

Working hours and the place one works become more flexible
Virgin versus Yahoo

•

Evaluation s...
“Working life isn't 9-5 any more.”
“Companies that do not embrace this
are missing a trick.”
Richard Branson - February 20...
” To successfully work with other people,
you have to trust each other.”
Richard Branson - February 2013
Evaluation systems should stimulate collaboration
Its
McKinsey

By the use of social
technologies, companies have
an opportunity to raise the
productivity of knowledge
workers ...
“Strategic and networked
relationships fuel modern
organizations.”
“Individuals who maintain
strong, collaborative network...
31
Question 3
In which circumstances do networks work?
It’s not just about technology. It’s about a mindset.
 Trust
 Peer-learning
 Failure tolerant & provoking leadership
It’s not just about technology. It’s about a mindset.
 Intense knowledTrust
 Peer-learning
 Failure tolerant & provokin...
Interesting to read
About the importance of a diversified workforce


Human Capital Trends 2013 - Leading Indicators
http...
About the future of work
 The Social Organization - Harvard Business review Press - Gartner
 Net Work - A Practical Guid...
About agility
 http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins
titute/Publications/WorkAgilityFinal.pd...
Do you want to know more?

isabel.declercq@kluwer.be
00 32 477 87 24 68
@KluwerLearning on Twitter
Organizational agility
Organizational agility
Organizational agility
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  • Organisatiestructuren zoals we die tot hier toe kenden voldoen niet meer. Te traag - terigide - teweinig collaboration.Organisaties die klaar willen zijn voor toekomst - netwerkstructuren - mindset - trust & peer-learning & failure tolerant leadership.
  • TECHNOLOGIE - CHAOS
  • TECHNOLOGIE - CHAOS
  • Organizational agility

    1. 1. Organizational Agility
    2. 2. What promotes the agility of your organization?
    3. 3. Does this structure promote the agility of your organization?
    4. 4. Hierarchical structures guarantee stability + predictability Knowledge trapped in silo’s Poor collaboration Rigid performance management systems One size fits all Employees are treated like children that have to be punished and rewarded  Paternalistic leadership     
    5. 5. Does the matrix structure promote agility? Does it solve all issues?
    6. 6. What will the organization of the future look like?
    7. 7. The presence of networked structures is an important part of the agile, future proof organization.
    8. 8. Agile organizations  Agile organizations encourage their employees to be part of networks.  These networks go beyond the boundaries of — their business unit — their own organization  Agile organizations collaborate intensely with clients and temporary workers  crowd sourcing / open innovation  diversified workforce
    9. 9. Is this about anarchy and chao The agile organization might have to allow a certain amount of chaos.
    10. 10. Working in networked structures is one of the key elements for organizations to be agile. It will be important for all types of organizations. NOT just the technology companies. You need the right culture to be able to work in networked structures.
    11. 11. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore?
    12. 12. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore? Let me highlight 3 elements.
    13. 13. Element 1
    14. 14. Start of permeability of the organization (> working in partnerships - outsourcing)
    15. 15. Element 2 “Interaction jobs” McKinsey - Knowledge Workers Adult work-relationship
    16. 16. Element 3 Technology changed our world fundamentally. We live in a hyper-connected world. Information is fluid.
    17. 17. Element 3 “Hyperlinks subvert hierarchy.” Cluetrain Manifesto - 1999.
    18. 18. Element 3 Work and office are disconnected.
    19. 19. Question 2 How do organizations react to these fundamental changes?
    20. 20. Question 2 How do organizations react to these fundamental changes? 3 examples
    21. 21. 3 examples of reactions • Working hours and the place one works become more flexible Virgin versus Yahoo • Evaluation systems are questioned Microsoft versus Yahoo • Intense use of social technologies Kluwer - push (marketing) + pull (content marketing & dialogue with customers) - knowledge sharing (internally and externally)
    22. 22. “Working life isn't 9-5 any more.” “Companies that do not embrace this are missing a trick.” Richard Branson - February 2013
    23. 23. ” To successfully work with other people, you have to trust each other.” Richard Branson - February 2013
    24. 24. Evaluation systems should stimulate collaboration
    25. 25. Its
    26. 26. McKinsey By the use of social technologies, companies have an opportunity to raise the productivity of knowledge workers by 20 - 25%.
    27. 27. “Strategic and networked relationships fuel modern organizations.” “Individuals who maintain strong, collaborative networks tend to be productive high performers.”
    28. 28. 31
    29. 29. Question 3 In which circumstances do networks work?
    30. 30. It’s not just about technology. It’s about a mindset.  Trust  Peer-learning  Failure tolerant & provoking leadership
    31. 31. It’s not just about technology. It’s about a mindset.  Intense knowledTrust  Peer-learning  Failure tolerant & provoking leadership  ge sharing  Transparant communication  Permeability of the organization  Diversified workforce
    32. 32. Interesting to read About the importance of a diversified workforce  Human Capital Trends 2013 - Leading Indicators http://www.deloitte.com/view/en_US/us/Services/consulting/humancapital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm
    33. 33. About the future of work  The Social Organization - Harvard Business review Press - Gartner  Net Work - A Practical Guide to Creating and Sustaining Networks at Work and in the World - Patti Anklam  Organizations don’t tweet - People do - Euan Semple.
    34. 34. About agility  http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins titute/Publications/WorkAgilityFinal.pdf  Get Lucky - How to Put Planned Serendipity to Work for You and Your Business - Thor Muller & Lane Becker  Seeing What Others Don’t - The Remarkable Ways We Gain Insights Gary Klein.
    35. 35. Do you want to know more? isabel.declercq@kluwer.be 00 32 477 87 24 68 @KluwerLearning on Twitter
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