ODTI research and analysis on the impact of current VUCA on the Work Dynamic for Individuals and Teams in an Organisation, Guidance on securing gains and leveraging new practices, tools and skills to to enable Individuals & Teams be more Innovative, Agile, Digitally Confident, and Collaborative to thrive in this continuing VUCA world

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The New World of Work – Securing the crisis gains 2020; and beyond
Introduction
Most Industry Analysts, Economists and credible commentators are forecasting that the nature of
jobs, roles, process, tasks and activities has changed forever as a result of the Covid-19 crisis. The
nature of this crisis has meant that the normal rules of change management were suspended in
economies, industries and organisations. Rapid & Urgent restructuring of ‘Work’ has occurred to
deal with addressing the immediate short term (likely to be medium term) priorities of society.
Some changes that are common place are; Remote Working, Role consolidation, Multiskilling, Task
Priorities and Assignments, Planning & Governance, Teams and Teamwork etc. Most visible changes
are in ‘Work’ in the Healthcare sector. For some unfortunately this means their jobs have
disappeared either through failure of their employer to survive, or reconfiguration of their
employer’s business and operational models.
Though there may be some issues and risks associated with changes in ‘Work’ there are benefits
being experienced:
Organisations
For organisations increased flexibility and agility, reduced costs, new models, processes and tools are
in effect being trialled.
Teams
For teams there are new charters, reconfigurations and a sense of purpose, camaraderie and value.
Individuals
For individuals, new skills and activities, a sense of their value and contribution to the purpose, and
the perceived reduction in bureaucracy as examples.
In many cases we are stretching the boundaries of ‘what’s possible?’ and learning.
Once the quick fixes and priorities are in-hand for rescue and survival, and there is some time to
stand back and draw breath, leaders must consider the medium to long term impact for their
economies, industries and organisations and start to plan for the likely scenarios. Key foundations in
every plan should consider:
The Model
The Core Models for any system consists of three interrelated and interdependent Models. These
are:
• Business Model
• Operating Model
• Capability Model

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During the rescue and stabilisation phase the system will have experienced the relevance, strengths,
constraints, and agility of their existing Core models. They may also have had to innovate
reconfigurations or create new models, or observed alternative models elsewhere, rising in
relevance to the current phase and likely future scenarios. One thing we all agree on is that
regardless of the phase of the crisis, different and new Capabilities emerge as requirements and
shortfalls in existing Capability maturities which underpin the legacy Business and Operational
Model get highlighted.
Related Paper: The Value creation relationship between Business, Operating, and Capability Maturity
Models
Agility
There is a degree of unpredictability for many so on key aim of every plan’s foundations should
include building the System Capabilities and their maturities so that there is greater Agility to deal
with the accelerating VUCA.
Related Paper: Next Generation Change & Transformation Management & How to Build
Organisation Change Capability (Agility)
Technology
Technologies in their broadest sense and their application have played a key role in the short term
crisis management, and there has been significant learning so far ‘What has worked?’, ‘New
applications of technology’, ‘Underlying weaknesses of technologies in the ‘Value Pyramids’’
‘Management effectiveness of technologies and their application/use’. Remote working is a good

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example of where there has been learning, for example which collaboration & communications
technology? How has it impacted team dynamics & performance management? How effective,
accessible, secure and flexible are the core systems of Business, Engagement, Record, and
Productivity?
Related Papers: Leveraging Digital for Continuous Organisation Innovation & How Human Resource
& OD Management must play a key role in an Organisations Digital Transformation
Financial
During the Rescue and stabilisation phase of a crisis, existing financial plans often get suspended and
existing financial resources get redirected to address the rescue and stabilisation priorities. Financial
reserves get depleted and, during this phase additional financial resources may have to be sourced
and new sources of finance acquired. Going forward when re shaping the landscape of the
Organisation system (though it applies to economy and industry also) the aims and ambitions will
have to balance competing demands for:
• Financial Performance Targets
• Availability of Financial Resources
• Societal needs and expectations
Market
Markets, Eco-systems and Value Chains have already changed as have the environmental factors
(insert legacy image). At each of the four phases of Crisis management and recovery we can expect
this VUCA to continue, no one can predict what the new normal will be and if and when it will occur.
Whether you are B2B, B2C, G2B, G2C, G2G, NGO etc this presents challenge and opportunity to
meet existing and emerging needs of customers, consumers and citizens. The capability of your
organisation and its stakeholders to connect with, scan, monitor and react to the market will
determine the profile and nature of your survival, reshaping and future success.

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New World of Work
Acknowledging that work has, is and will continue to change and the new normal will reflect
reshaped ‘Work’ for both teams and individuals. Leadership wish to sustain the gains made getting
to the ‘Stabilisation’ Phase and perhaps make further adjustments during the ‘Reshaping’ Phase in
order that sustainable scaling can be successful.

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Work of Individual
Ultimately things get done and progress is made through each individual’s work contribution, of
course that contribution must be made in a way, and with outputs and outcomes that are aligned
with those of other Stakeholders. So, it’s not just about ‘what you do?’ but also ‘How you do it?’
Let’s take a look at the ‘Work Dynamic’ for any organisation. “The activities that require mental or
physical effort to deliver a result/output carried out by individuals and teams. Work includes the
activities or tasks carried out by men or by machines overseen by men. Work relates to what the
people actually do”
There are six ‘Constructs’ which are the Capability Building Blocks for the ‘Work Dynamic’, these are
as follows.
• Work Identity: The degree of meaning work has for individuals & teams, and the recognition
of their contribution by others.
• Work Feedback: How people receive and react to appreciation and advice, in relation to
themselves and their work.
• Work Integration: The degree of concern for the impact of an individual's, or team's tasks,
activities and outputs on others.
• Work Resourcing: How activities are resourced with time, people, technology, materials, for
the benefit of the individual, teams and organisation.
• Work Significance: The actual and perceived significance for each role, and its contribution
to the organisation, its performance and reputation.
• Work Variety: The mix of tasks, actions and skills required in a role has meaning for the
individual.
(Source Organisation Maturity Index (OMI) and Organisation Capability Maturity Framework (OrgCMF™) Reference Model)
Work may be understood to be a job, role, assignment, project or task, but the element constructs
above determine how well the ‘Work Dynamic’ in an organisation Functions. Each construct can
habituate one of seven (7) Scientific Maturity Levels that can be measured. The Maturity Level is
equivalent to the ‘Functioning Level’ (Performance Impact) and ‘Learning Level’ (Ability to change-
Agility).
The combined impact of all six constructs determine the ‘Maturity’ of the ‘Work Dynamic’ for the
target team or organisation under consideration.
So, in practical terms one approach to secure the gains, is to have the appropriate sample of
individuals, complete a Capability Maturity Assessment (Diagnostic tier) for
1. Before the Crisis (This baselines’, the past normal perception)
a. This step measures the underlying Work construct capability maturity that existed.
2. At the current time (This baselines’, the current situation, and the perceived gains and losses
can be compared)
a. This step measures gains and losses, and shows the development steps skipped,
which without remediation will not sustain the gains.

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3. Then in the context of reshaping (further redesign) target Work construct maturity levels can
be set in line with organisation plans and performance targets which progress can be
measured against.
This exercise can be completed effectively and efficiently by using the ‘Single Dynamic Diagnostic’
Maturity Assessment Plan, selecting the ‘Work’ Dynamic on www.orgcmf.com. The whole process
can be done virtually leveraging Social Collaboration Tools for any dialog, discussion and analysis.
Teamwork
Teams are a means of achieving greater outcomes and outputs by groups of individuals which are
greater than the sum of the parts (Individual actions in relative isolation). Having diagnosed how
Team Members experience ‘Work’ in the ‘Work Dynamic Diagnostic Assessment’ and designed an
initiated the implementation of a ‘Work’ Capability Maturity improvement to sustain gains and
shape ‘Work’ for future scaling success, a critical success factor should be to address the changes
and gains experienced in Team Effectiveness and shape a development plan that addresses the
future new normal.
Recent research based on Dynamic Systems Maturity Theory provides us with a Next Generation
‘Team Development Reference Model’, The ‘Team Maturity Index (TMI)’ the Team Maturity Index
takes into account the definition and Maturity Measurement of the three core ‘Dynamics’ and their
related ‘Constructs’ which determine the effectiveness of a Team.
The TMI Reference Model identifies the three (3) core forces (Dynamics) that influence a
team’s performance within an organisation, and the eighteen (18) underpinning Capability
Building Blocks (Constructs) that determine the level of functioning (performance) of any
team.
Pre-Crisis Assessment View At this time Assessment Maturity Targets set

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(Source Team Maturity Index (TMI) and Organisation Capability Maturity Framework (OrgCMF™) Reference Model)
Using the seven (7) level standard, normative maturity scale from OrgCMF™ we can
measure the current Capability Maturity of any team in its organisation context, which
explains its current level of functioning, or learning level and hence its resulting
performance (outcomes and practices). A target can be set for improving the Team
Capability Maturity towards the Leadership Level (Level 7) and the TMI Body of Knowledge
and related assessment report provides specific guidance through the development process
for any team within an organisation (Roadmap).
We can also measure each of the three core ‘Dynamics’ and each of its eighteen ‘Constructs’
or any relevant mix of each.
How is TMI used to guide Team effectiveness improvement and Team Development overall?

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Application in the context of Team Effectiveness Sequence (Tuckman)
Adapting & Adjusting to reflect Crisis phase analysis using Team Effectiveness Diagnostic
Capability Maturity Assessment
Pre-Crisis View Current View Target

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In Summary
You cannot assume that progress made during Rescue Phase of a crisis will stick or that there will be
a return to past normal operations.
Securing gains from crisis and readiness for the new world of work requires leadership to make a
plan and implement it once some level of stability has been achieved following the initial crisis
response and prior to reshaping the organisation and its work for future robustness and success.
The aim of the Plan will be to achieve any new Business Goals & KPI’s by having a strategy that
focuses on
• Reviewing the Business, Operational & Capability Models
• Plan to build Organisation Agility
• Plan a supporting Technology Strategy
• Ensure a solid business case and financial strategy and plan
• Engagement, Scanning and Intelligence Plan for Market & Ecosystems
‘Work’ is how we get plans executed and achieved; work is completed by Individuals & Team
Members. By having a focus on securing the existing relevant Capability Maturities for each ‘Work’
and ‘Team’ building block (Construct) and building new Capabilities or Improved Maturities you will
secure the gains and the New World of Work.
Other Capability Maturity Assessments

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