Rethinking organization by Frank Calberg

Rethinking organization

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Question # 1 What if people outside the company participate?

If you expect your organization to be more responsive, your team needs context - they need to know what's going on in your company and in the market.

Transparency becomes increasingly important. http://www.inc.com/First-Round-Review/letting-go-of-efficiency-can-accelerate-your-company.html

https://www.mckinseyquarterly.com/Strategy/Strategic_Thinking/From_push_to_pull_The_next_frontier_of_innovation_164

What about inviting people in?

http://jarche.com/2015/01/are-you-prepared/

How much do you share publicly?

Further inspiration http://www.slideshare.net/frankcalberg/facilitationmoderation-of-meetings http://www.slideshare.net/frankcalberg/email-tips

Question # 2 Should a person do 1 specialized job or do different types of work?

In a sense, the crowning accomplishment of the hierarchy and its management processes is the enterprise on autopilot, everyone ideally situated as a cog whirring on a steady, unthinking and predictable machine. http://blogs.hbr.org/kotter/2011/05/two-structures-one-organizatio.html

John Kotter

https://media.ford.com/content/fordmedia/fna/us/en/features/game-changer--100th-anniversary-of-the-moving-assembly-line.html

An assembly line

Someone elseâ&#x20AC;&#x2122;s job http://www.janbosch.com/Jan_Bosch/Presentations_files/ESA2010-Keynote.pdf

Specialization prevents people from doing more jobs which could create more value. Malone, Thomas W.: The Future of Work, p. 53.

Whether contributing to a blog, working on an open source project, or sharing advice in a forum, people choose to work on the things that interest them. Everyone is an independent contractor. http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/

Gary Hamel

3 factors lead to better performance and personal satisfaction: # 1: Purpose What is meaningful. # 2: Mastery The urge to get better. # 3: Autonomy The desire to be self directed. http://www.youtube.com/watch?v=u6XAPnuFjJc

Daniel Pink

Further inspiration http://www.slideshare.net/frankcalberg/tips-to-increase-motivation http://www.slideshare.net/frankcalberg/what-is-the-company-purpose

Question # 3 What if people have no titles, and what if there is no formal hierarchy?

In large organizations, resources

get allocated

top-down.

http://blogs.wsj.com/management/2009/03/24/the-facebook-generation-vs-the-fortune-500/

Imagine if there was only 1 venture capital company in the world, and it was led by, well letâ&#x20AC;&#x2122;s say Bill Gates. How much innovation would we have if there was only 1 place to go for funding? And yet, inside most organizations, there is only 1 place to go for funding, and that is up the chain of command. http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

http://mixmashup.org/blog/mix-mashup-live-blog

What happens over time is you end up with many people in leadership positions who aren’t actually leaders. They’re there because they had good political skills, they’re there because they had connections, they’re there because they added value last year or 5 years ago. But they’re not there because they are true leaders and individuals that people want to follow. http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

People, who work for Gore, have no titles. Source Conversation between Terri Kelly and Gary Hamel. http://youtu.be/47yk2upT7tM

Those closest to the front line are going to be better placed to understand the increasing demands of an informed customer and need to be able to respond to those demands.

Peter Russian

http://www.mixhackathon.org/hackathon/contribution/how-leaders-and-managers-see-their-purpose http://www.mixhackathon.org/hackathon/contribution/12-enemies-organizational-adaptability

At Red Hat, the software company, the

strategy making process is open to the entire organization. It is a company-wide conversation. http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/ http://youtu.be/5sddabEDuvw

Initiatives for you to try

ď&#x201A;§ People have no titles. ď&#x201A;§ There is no formal hierarchy.

http://youtu.be/5sddabEDuvw

Further inspiration http://www.slideshare.net/frankcalberg/3-ways-of-organizing http://www.slideshare.net/frankcalberg/good-leadership https://delicious.com/frankcalberg/crowdfunding

Question # 4 What if creativity is as important as efficiency?

Hierarchies are useful. They let us sort work into departments, product divisions, regions, and the like with expertise, time-tested procedures, and clear reporting relationships and accountability so that we can do what we know how to do with efficiency, predictability, and effectiveness. Hierarchies are directed by familiar managerial processes for planning, budgeting, defining jobs, hiring and firing, and measuring results. http://hbr.org/2012/11/accelerate/ar/2

The management model that predominates in most organizations has its roots in the early 20th century. At that time, management innovators were focused on the challenge of achieving efficiency at scale. Their solution was the bureaucratic organization, with its emphasis on standardization, specialization, hierarchy, conformance, and control. http://www.managementexchange.com/blog/m-prize/management-20-challenge

Organizations were built around principles that deify conformance, control, alignment, discipline and efficiency. The principles that organizations have at their core are antithetical to innovation. Gary Hamel http://www.forbes.com/sites/stevedenning/2012/12/04/gary-hamel-on-innovating-innovation/

The reason that innovation often seems to be so difficult for established companies is that they employ highly capable people and then set them to work within organizational structures whose processes and values werenâ&#x20AC;&#x2122;t designed for the task at hand. http://hbr.org/2000/03/meeting-the-challenge-of-disruptive-change/ar/7

The successful organization of the future will have 2 organizational structures: 1. A hierarchy. 2. A more teaming, egalitarian, and adaptive network. Both are designed and purposive. While the hierarchy is as important as it has always been for optimizing work, the network is where big change happens. It allows a company to more easily spot big opportunities and then change itself to grab them. John Kotter. http://blogs.hbr.org/kotter/2011/05/two-structures-one-organizatio.html http://hbr.org/2012/11/accelerate/ar/1

Further inspiration http://www.slideshare.net/frankcalberg/creativity-exercises http://issuu.com/frankcalberg/docs/brainstormingdisney http://www.slideshare.net/frankcalberg/six-thinking-hats-9989762 http://www.slideshare.net/frankcalberg/brainstorming-the-scamper-method

Question # 5 What if people try their ideas out?

Because strategic planning generally happens annually, it shares the same shortcomings for companies as for countries with centrally planned economies: misallocation of resources when market conditions change and difficulty responding to changed realities. http://sloanreview.mit.edu/article/how-strategic-is-your-board/

In an era that demands you leverage the benefits of unpredictability, you need to create a culture of hypothesis-testing and quickly change course based on results. http://www.inc.com/First-Round-Review/letting-go-of-efficiency-can-accelerate-your-company.html

Experiments require short-term experiments require short-term losses for long-term gains

losses for long-term gains. http://hbr.org/2010/04/column-why-businesses-dont-experiment/ar/1

A person, who is excited about an idea, tries it out.

http://www.managementexchange.com/hack/%22quests%22-organizing-principles

Further inspiration http://www.slideshare.net/frankcalberg/inputs-to-become-more-agile http://www.slideshare.net/frankcalberg/strategy-paradoxes-3551177

Question # 6 What if people take decisions themselves?

Top-down, control-based hierarchical structures discourage individual initiative and reduce autonomy. http://www.mixhackathon.org/hackathon/contribution/12-enemies-organizational-adaptability

Instead of organizing hierarchically and with different functions, organize cross functionally in project teams that change every 2 â&#x20AC;&#x201C; 10 weeks.

For each project, a team member is selected as the lead who is responsible for delivering the project. This enables every person to experience leading a team throughout the year. http://blog.7geese.com/2012/12/05/learn-from-yammer-and-become-an-adaptive-tech-company/

In an adaptive organization, the decisionmaking is pushed to the edges. This reduces communication barriers and empowers the employees on the front-line to make decisions. http://blog.7geese.com/2012/12/05/learn-from-yammer-and-become-an-adaptive-tech-company/

Supercell is organized as a collection of small, independent teams called cells tasked with developing new games or building new deep features for existing games. Cells have complete autonomy in terms of how they organize themselves, prioritize ideas, distribute work and determine what they ultimately produce. The company as a whole is merely an aggregation of these cells; a Supercell. http://blog.idonethis.com/post/48277151394/least-powerful-ceo

At a plant of General Electric in Durham, North Carolina, USA, a plant that does the final assembly for the largest jet engines in the world, they have 400 employees and 1 plant manager. So those employees are doing, for example, production scheduling, quality control and training â&#x20AC;&#x201C; tasks that, historically, we saw as managerial work. http://knowledge.ckgsb.edu.cn/2014/12/15/china-business-strategy/the-gary-hamel-interview-unleashing-another-revolution/

Daniel Pink

Initiatives for you to try

 Leaders are chosen by people they lead.  The span of control is 400 to 1 or greater.  Compensation decisions are peer based.

http://youtu.be/5sddabEDuvw

Further inspiration http://www.slideshare.net/frankcalberg/questions-to-discover-your-values http://www.slideshare.net/frankcalberg/values-43202941 http://www.slideshare.net/frankcalberg/how-are-people-paid-for-what-they-do http://www.slideshare.net/frankcalberg/inputs-to-become-more-agile http://www.slideshare.net/frankcalberg/power-distance-34895063 http://www.slideshare.net/frankcalberg/power-to-the-people-34722633 http://www.slideshare.net/frankcalberg/questions-about-organization

Thank you for your interest. For further inspiration and personalized services, please feel welcome to visit http://frankcalberg.com Have a great day.