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Designing the Agile Connected Organization

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Part of Leading into the Future, a program with Kellogg Executive Education. http://www.kellogg.northwestern.edu/execed/programs/century.aspx

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Designing the Agile Connected Organization

  1. 1. Designing the Agile, Connected Organization What are we designing for? What’s the goal?
  2. 2. Future-Proofed Innovation 2: Org Design Model 3: Iterative Negotiated Approach 4: Experiment To Refine 1: Organizational Demands --- Possibilities
  3. 3. Design Strategy
  4. 4. 4 Demands Globalization Augmentation/ Substitution Disintermediation Freelancing Education Context
  5. 5. 5 Year Of Your Organization’s Design Your Data – Few Are Future-Built – Looking forward to hearing back… 0 2 4 6 8 10 12 <2000 ≥2000 ≥2010 ≥2016 ≥2018 Participants
  6. 6. 6 Where does responsibility lie for: 0 2 4 6 8 10 12 14 16 Perf Management Assignments Core Hours Meetings Vacation Employee Employee, Some Manager Employee/Team Employee/Manager Manager, Some Employee Manager
  7. 7. 7
  8. 8. 8 A 21st Century Organization, Designed in 1958
  9. 9. 9 Nucor Steel 21st Century in the 60s
  10. 10. 13 In Your Team Room – Until 11:20 1. Outline one or two demands in one of your organizations – Apply design thinking 2. Brainstorm around the issues & constraints that will play a role in whatever solution/improvement you try (don’t move to solution/improvement yet) 3. Keep your notes for the afternoon
  11. 11. 14
  12. 12. 15 In teams room working at 12:45 (Back here 1:15) How is Gore successful? How would you assess Gore and compare it to your own organization? Creating our framework for organizational design… Please keep notes on how you answered these two questions
  13. 13. 16 How is Gore successful? How did you assess Gore and compare it to your own organization?
  14. 14. 17 McKinsey 7S
  15. 15. Galbraith STAR Model http://www.jaygalbraith.com/images/pdfs/StarModel.pdf
  16. 16. Griffith Star Model Context People Structure Technology Process Strategy
  17. 17. Levers Affecting Gore’s Culture
  18. 18. People (Who they hired)
  19. 19. Process (Waterline)
  20. 20. Structure: Layers of Hierarchy
  21. 21. 25 More Dimension Examples:
  22. 22. Process
  23. 23. Technology
  24. 24. Context
  25. 25. http://www.zapposinsights.com/about/holacracy Structure/Process
  26. 26. The Nucor “Story” – Context/People/Structure/Process Safety First Eliminating Hierarchy Trust & Freedom Work Ethic Everyone a Decision Maker All Workers a Stake Employee Relations
  27. 27. Technology /People/ Process
  28. 28. Most organizational changes do not meet their goals (they fail) Why?
  29. 29. 0 20 40 60 80 100 People Process TechnologyStructure Context Implement Collaboration Software
  30. 30. 0 20 40 60 80 100 People Process TechnologyStructure Context Self-Designing Teams
  31. 31. Now we have a framework, let’s use it to design an organization – or a piece of one
  32. 32. 37 “Plugged-In” Management Every Organization is Different How Do Design For Your Specific Setting?
  33. 33. 41
  34. 34. 43 Stop – Look - Listen
  35. 35. Stop & Think About Your Resources: Agile, Networks, Generations, Values, Strategy Listen to Your Results: Scrum, Lean Be Mindful
  36. 36. Mixin g
  37. 37. Some rights reserved by advenca
  38. 38. Levers Affecting Gore’s Culture
  39. 39. How do you deal with the fact that we can’t do this on our own?
  40. 40. “Negotiating” your Mix What’s a negotiation? How do you do it?
  41. 41. 53 Stakeholders Issues – Use the STAR to identify main levers Outcomes Values of Outcomes to Stakeholders Building Blocks of Negotiation
  42. 42. 54 Implementing -- Solution Stakeholder 1 Stakeholder 2 Stakeholder 3 People….: These are perceived values for the particular outcome Outcome 1 Outcome 1 Outcome 1 Technology….. Outcome 1 Outcome 2 Outcome 3 Process….. Outcome 1 Outcome 2
  43. 43. Sharing
  44. 44. Share/Iterate Stop-Look-Listen Mix: Human, Technical & Org Dimensions Evaluate Steps to Agile, Connected Execution
  45. 45. 57 Let’s Put The Ideas Into Practice
  46. 46. 58 Stakeholders Issues Outcomes Values of Outcomes to Stakeholders Integrative Designs as the “Deal” Plan to Negotiate To Your New Design
  47. 47. 59 Move to the first iteration of your team solution. Graph the dimensions to mix – Deliverable Draft Stakeholders, Issues, Outcomes, & Values -- Deliverable In Teams:
  48. 48. 60 When You Come Back: We’ll Share Solutions & Implementation Ideas (Always work in that

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