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Designing organisations for the future - how to get from here to there - workshop prep 1

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Essential Leadership Skills
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Designing organisations for the future - how to get from here to there - workshop prep 1

  1. 1. Designing organisations for the future - how to get from here to there …
  2. 2. Which pill? only you can decide… Morpheus: 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 goes! The Matrix
  3. 3. 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.
  4. 4. 70 …. 20 …. 10? What does it mean for the future of learning?
  5. 5. The Law of the Few
  6. 6. Define
  7. 7. Human centred
  8. 8. Generative Questions
  9. 9. What if?
  10. 10. Important To Important For
  11. 11. What’s working? What’s not working? What do we need to know more about?
  12. 12. Why?
  13. 13. 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
  14. 14. Aligning to Designing for Development of Leading from Learning by Measurement of Customer Value? Connecting to
  15. 15. 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…
  16. 16. Disengagement
  17. 17. Complicatedness
  18. 18. Ideate
  19. 19. Organisational design? 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 Consideration. CIPD
  20. 20. “Bureaucracies are built buy and for people who busy themselves proving that they are necessary especially when they suspect they aren’t” Ricardo Semler
  21. 21. Organisational structure, which is best? Hybrid??
  22. 22. Organisational development? Organisational development is a planned, systematic approach to improving organisational effectiveness – one that aligns strategy, people and processes
  23. 23. Culture as Strategy
  24. 24. Context, dear boy, Context!
  25. 25. Dialogic
  26. 26. Conversations that matter
  27. 27. 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. Yves Morieux
  28. 28. Intention Its all about you, you know!
  29. 29. Whole Person
  30. 30. CLARITY CONTROL COMPETENCE
  31. 31. If you want to teach people a new way of thinking, don’t bother trying to teach them. Instead give them a tool the use of which will lead to new ways of thinking Buckminster Fuller
  32. 32. “Well if I were you I wouldn’t start from here!” Awareness
  33. 33. Stop! ….. Look! ….. Listen! …. Learn! Get above the chatter, busyness and noise! Get out of your own head!
  34. 34. WORK OUT LOUD! Build a network! Share! Sharing is the new black!
  35. 35. Learn some more! Develop an Open mind-set, not a Closed one! Go deep!
  36. 36. Understand more, judge less
  37. 37. Culture Eats strategy for breakfast!
  38. 38. Never ever, ever, ever underestimate the power of stupidity! – Stupidity Paradox
  39. 39. LEADERSHIP
  40. 40. 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 successfully. I’m afraid its personal!
  41. 41. Empathy
  42. 42. 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!
  43. 43. Leaders create safe spaces for people to show up. Frederic Laloux
  44. 44. Behaviour
  45. 45. Integrity 1. The quality of being honest and having strong moral principles 2. the state of being whole and undivided Google
  46. 46. Cooperation Social Capital Team of Teams
  47. 47. Learning
  48. 48. Courage
  49. 49. Story Never underestimate the power of a compelling narrative
  50. 50. Good stories connect with emotions first not logic! Build the emotional case
  51. 51. Communication; Engagement; Relationship Management ; Connectors Weak ties Meaningful Interactions
  52. 52. Your Legacy
  53. 53. With courage you will dare to take risks, have the strength to be compassionate and the wisdom to be humble, Courage is the foundation of integrity…… Kashavan Nair
  54. 54. Trust noun firm belief in the reliability, truth, or ability of someone or something - Google
  55. 55. Scotty, we need more Trust? I canna do it Cap’n all the Trust is gone! and the Respect is getting dangerously low!
  56. 56. Trust, Responsibility, Respect Gain Maintain Value
  57. 57. Trust in God, but Remember— Tie up Your Camel! Ancient Arabian proverb
  58. 58. So trust yes, but don’t neglect common sense!
  59. 59. INTELLIGENT DISOBEDIENCE
  60. 60. “Rock the boat, don't rock the boat baby Rock the boat, don't tip the boat over”… Rocking the boat and managing to stay in it!
  61. 61. LISTEN TO UNDERSTAND, TO YOUR MAVRICKS, RADICALS, CREATIVES…
  62. 62. Seek out the staff who stretch or bend the rules to give a better service, learn from what they do..
  63. 63. Technology Enabled Transformation
  64. 64. Service Design
  65. 65. Systems Thinking
  66. 66. Workers themselves are best placed to make decisions about how to perform their work… Peter Drucker Knowledge Worker
  67. 67. 90% system 10% people
  68. 68. Systems Thinking • Systems Thinking is the Central Idea the relationship that links: • Purpose • Measure • When you derive measures from purpose you liberate method • Method • By deriving measures from purpose (defined from the customers' viewpoint), you liberate method: • Innovation and Improvement in the execution of work follow John Seddon
  69. 69. Prototype
  70. 70. OK … so what do we do now?
  71. 71. Go to the edge of your organisation, Listen to your staff Listen to your customers / service user Determine value from your customers / users perspective
  72. 72. Get knowledge! understand how the work, works! John Seddon
  73. 73. “Things which matter most must never be at the mercy of things which matter least” Johann Wolfgang von Goethe
  74. 74. Urgency V Importance
  75. 75. The busyness epidemic
  76. 76. Focus on the Critical Few, measure what matters…
  77. 77. PI’s RI’s KPI’s KRI’s CSF’s Benefits Realisation Inputs Outputs Outcomes Impact Lead Lag Milestones Risk Issues
  78. 78. Knowing the price of everything but the VALUE of nothing!
  79. 79. 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
  80. 80. Enable leadership at all levels in the organisation, encourage positive risk taking, ownership of issues and accountability Proactivity at the point of delivery!
  81. 81. 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
  82. 82. Test
  83. 83. The Challenge “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 the path” Antonio Machado, Spanish poet

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