Designing organisations for the future - how to get from here to there - workshop prep 1
Designing organisations for the
future - how to get from here to
Which pill? only you can decide…
This is your last chance Neo. After this, there
is no turning back. You take the blue pill - the
story ends, you wake up in your bed and
believe whatever you want to believe. You
take the red pill - you stay in Wonderland
and I show you how deep the rabbit-hole
Living in a V.U.C.A. world
An acronym used to describe or reflect on the volatility, uncertainty,
complexity and ambiguity of general conditions and situations. The
notion of VUCA was introduced by the U.S. Army War College. It has
been subsequently used in emerging ideas in strategic leadership that
apply in a wide range of organizations.
70 …. 20 …. 10?
What does it mean for the future of
Purpose, Values and Standards
What is our ‘Core Purpose’? ……….. What do we stand for?
Organisations that loose touch with their purpose, values, vision, have
no inspiration to fuel their process of change.
Beyond Change Management
A strong well communicated and ‘owned’
Purpose can become the lantern that leaders
use to guide the organisation from its past,
through uncertainty, into its future…
Organisation design is not simply about mapping out an organisational structure,
but also about how the organisation is aligned with all other aspects, functions,
processes and strategies within the business. When looking at organisation
design, the context within which the business exists must be taken into
“Bureaucracies are built buy and for
people who busy themselves proving
that they are necessary especially
when they suspect they aren’t”
Organisational structure, which is best?
Organisational development is a planned, systematic approach to improving
organisational effectiveness – one that aligns strategy, people and processes
The more complicated the organisation, the more difficult it
is to understand what is really happening. So summaries,
proxies, reports, key performance indicators, metrics are
needed. People spend their time in meetings, writing
reports. Based on BCG analysis, teams in these organisations
spend between 40% and 80% of their time wasting their
time, working harder and harder, longer and longer, on less
and less value-adding activities. This is what is killing
productivity and making people suffer at work.
When executives have climbed to the top of their success ladder through
knowing what to do when and always being in control, facing the uncertainty
of organisational transformation can be one of the toughest personal
challenges of their professional lives. Often the toughest issue they face is the
fact that perhaps their own beliefs, mind-sets, or styles are the barriers to
their organisation’s success.
Transformation may require leaders to change personally, that they must
change their mind-sets, behaviours, and styles to lead transformation
I’m afraid its personal!
Diary of an Egotist
It will fail without me!
Please let it fail without me!
It MUST fail without me!
I will make it fail without me!
It failed without me!
I told you so!
Natural order is restored, therefore I am!
Now let the blaming games commence!
Leaders create safe spaces
for people to show up.
• Systems Thinking is the Central Idea the relationship that links:
• When you derive measures from purpose you liberate method
• By deriving measures from purpose (defined from the customers'
viewpoint), you liberate method:
• Innovation and Improvement in the execution of work follow
Focus on the
Knowing the price of everything but the
VALUE of nothing!
Change leaders cannot stamp out or negate the predictable reactions
to the unknown, nor can they manage around them. For this reason
Organisational Transformation Strategies must include personal
transformational strategies. Leaders must attend to people as much as
they attend to content.
Beyond Change Management
Enable leadership at all levels in the
organisation, encourage positive risk
taking, ownership of issues and
Proactivity at the point of delivery!
THE PROCESS OF CHANGE IN THE MODERN WORKPLACE
REQUIRES LEADERSHIP RATHER THAN AUTHORITY, AND
FREEDOM RATHER THAN CONTROL. LEADERSHIP IS NOT
ABOUT MAKING THE RIGHT DECISIONS ANYMORE, BUT
ABOUT MAKING SURE THE RIGHT DECISIONS ARE MADE.
THE ONLY WAY TO LEAD IN TODAY’S FLATTENED
ORGANISATION STRUCTURE IS TO CREATE A SENSE OF
OWNERSHIP AT EVERY LEVEL OF THE ORGANISATION
THE POWER TO CHANGE – GRID INTERNATIONAL
“Wanderer, your footsteps are
the road, and nothing more;
wanderer, there is no road, the
road is made by walking. By
walking one makes the road, and
upon glancing behind one sees
Antonio Machado, Spanish poet
Apparemment, vous utilisez un bloqueur de publicités qui est en cours d'exécution. En ajoutant SlideShare à la liste blanche de votre bloqueur de publicités, vous soutenez notre communauté de créateurs de contenu.
Vous détestez les publicités?
Nous avons mis à jour notre politique de confidentialité.
Nous avons mis à jour notre politique de confidentialité pour nous conformer à l'évolution des réglementations mondiales en matière de confidentialité et pour vous informer de la manière dont nous utilisons vos données de façon limitée.
Vous pouvez consulter les détails ci-dessous. En cliquant sur Accepter, vous acceptez la politique de confidentialité mise à jour.