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Designing organisations for the future

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Designing organisations for the future

  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 Designing organisations for the future - how to get from here to there …
  3. 3. WORK OUT LOUD! Build a network! Share!
  4. 4. Courage Designing organisations for the future - how to get from here to there …
  5. 5. 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 Designing organisations for the future - how to get from here to there …
  6. 6. Why Designing organisations for the future - how to get from here to there …
  7. 7. An acronym used to describe or reflect on the volatility, uncertainty, complexity and ambiguity of general conditions and situations. LIVING IN A V.U.C.A. WORLD Designing organisations for the future - how to get from here to there …
  8. 8. 30% engaged 70% disengaged Designing organisations for the future - how to get from here to there …
  9. 9. An increase in work related stress and mental health related absence from work, both related to a workload and a long- hours culture CIPD Absence Management Annual Survey Report Designing organisations for the future - how to get from here to there …
  10. 10. “in front of the new complexity of business, the only solution is not drawing boxes with reporting lines. It is basically the interplay. How the parts work together. The connections, the interactions, the synapses. It is not the skeleton of boxes, it is the nervous system of adaptiveness and intelligence. you could call it cooperation. Whenever people cooperate, they use less resources” Yves Morieux Designing organisations for the future - how to get from here to there … Designing Organisational Structure
  11. 11. Purpose Designing organisations for the future - how to get from here to there … … the reason for which something is done or created or for which something exists…
  12. 12. An organisation can only realise its highest potential when each individual is fully valued and feels fully vested in a shared purpose Designing organisations for the future - how to get from here to there …
  13. 13. “You can’t impose anything on anyone and expect them to be committed to it” Edgar Schein, Professor Emeritus MIT Sloan School Designing organisations for the future - how to get from here to there …
  14. 14. THE LAW OF THE FEW
  15. 15. “BUREAUCRACIES ARE BUILT BUY AND FOR PEOPLE WHO BUSY THEMSELVES PROVING THAT THEY ARE NECESSARY ESPECIALLY WHEN THEY SUSPECT THEY AREN’T” Ricardo Semler
  16. 16. HUMAN CENTRED
  17. 17. RELATIONSHIPS
  18. 18. Designing organisations for the future - how to get from here to there … In 2009, Buurtzorg had the highest satisfaction rates among patients anywhere in the country. 30% of all emergency hospital intakes are avoided In 2010, Ernst & Young found the average costs were overall 40% less than other home care organizations, and in 2011 and 2012, Buurtzorg received the Netherlands’ national Employer of the Year Award. Buurtzorg” is a highly successful award- winning Dutch community care organisation. Buurtzorg employs over 9000 nurses. Nurses work in teams of 10 to 12. The whole organisation is supported by a central support team of approximately 40 staff! ALL major decisions taken by teams locally, there are no managers, teams are responsible for not only nursing care but also work allocation, administration, what offices to rent, when and how to best integrate with the local community and services. From Reinventing Organisations (Frederic Laloux)
  19. 19. ORGANISATIONAL DEVELOPMENT? Organisational development is a planned, systematic approach to improving organisational effectiveness – one that aligns Strategy, People and Processes
  20. 20. 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
  21. 21. Culture Eats strategy EVERYTHING for breakfast!
  22. 22. Culture as Strategy
  23. 23. 70:20:10 model is a general guideline for organisations seeking to maximize the effectiveness of their learning, and development programmes. 70 hands-on experience (the 70%) is the most beneficial for employees because it enables them to discover and refine their job-related skills, make decisions, address challenges and interact with influential people such as bosses and mentors within work settings. They also learn from their mistakes and receive immediate feedback on their performance. 20 Employees learn from others (the 20%) through a variety of activities that include social learning, coaching, mentoring, collaborative learning and other methods of interaction with peers. Encouragement and feedback are prime benefits of this valuable learning approach. 10 10% of professional development optimally comes from formal traditional courseware instruction and other educational events. . Its Culture (local, i.e. office team) that has the greatest impact on employee development! Think about your Culture and who is delivering your 70%? Written for TrainingIndustry.com Organisational Culture and 70:20:10
  24. 24. Stop, Look, Listen, Learn! Designing organisations for the future - how to get from here to there …
  25. 25. Listen to Understand not just to respond and you will learn a lot more… Designing organisations for the future - how to get from here to there …
  26. 26. TRUST
  27. 27. Trust noun firm belief in the reliability, truth, or ability of someone or something - Google
  28. 28. Leaders create safe spaces for people to show up. Frederic Laloux Designing organisations for the future - how to get from here to there …
  29. 29. INTEGRITY 1. The quality of being honest and having strong moral principles 2. the state of being whole and undivided Google Designing organisations for the future - how to get from here to there …
  30. 30. 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 Designing organisations for the future - how to get from here to there …
  31. 31. Psychological ownership transfers to follower Authority to where information is As a leader create clarity and develop competence Give control and create leaders Leaders challenge - is it safe? Is it the right thing to do? Turning the Ship Around Designing organisations for the future - how to get from here to there …
  32. 32. Intrinsic Motivators Autonomy- urge to direct our own lives Mastery- desire to get better at something that matters Purpose- to do what we do in service of something larger than ourselves Designing organisations for the future - how to get from here to there …
  33. 33. Clarity - My Personal Contribution Canvas 2. What do our customers need from us? What do our customers value? 1. Our Organisational Purpose What difference do we want to make in the lives of our customers/service users – our impact? 4. About me, what is my role? What is Important To Me in my role? What is Important For Me in my role? 6. What will success in my role look like? 7. These are the Skills I want to develop 8. Who could help me to be successful in my role? 9. This is how often I would like to discuss progress with my manager 10. This is how I believe I’m doing 3. What is the purpose of my team in meeting our customers needs. 5. How do I support my team purpose, what are my key activities in support of this?
  34. 34. OK … so what do we do now?
  35. 35. Go to the edge of your organisation, Listen to your staff Listen to your customers / service user Determine value from your customers / users perspective Designing organisations for the future - how to get from here to there …
  36. 36. Get knowledge! understand how the work, works! John Seddon Designing organisations for the future - how to get from here to there …
  37. 37. Workers themselves are best placed to make decisions about how to perform their work… Peter Drucker Knowledge Worker
  38. 38. “Things which matter most must never be at the mercy of things which matter least” Johann Wolfgang von Goethe Designing organisations for the future - how to get from here to there …
  39. 39. Having the Courage to build organisations for the future … “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” Designing organisations for the future - how to get from here to there … Antonio Machado, Spanish poet

Notas del editor

  • What’s the solution?

    Most leadership models / propositions talk about leaders and followers.

    David Marquet suggests that if you accept the leader – follower model, you have to be prepared for the fact that people who are treated as followers will work in a different way, i.e. default to big brain, small brain approach



    Instead, we need to create leaders throughout our organisations

  • Daniel Pink Drive – 50 years of behavioural science to argue that external rewards e.g. money is not the best motivator of high performance .
    Instead what he calls the best motivators are intrinsic motivators i.e. motivation within ourselves the three elements are :
    Autonomy, Mastery and Purpose

    Vanguard Systems thinking approach – if you set targets, people concentrate on target and are less creative.

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