Culture in crisis 1. Collaboration’s missing ingredient
The structures of tasks, specialisation and accountability in the pre-Covid business went hand in hand with assumptions about location and physical footprint of the business. As these assumptions are forced to change, a new way of operating is emerging. Due to the demands of the Covid-19 crisis, new ways of working have sprung up with many more people working from home and in small, collaborative teams.
So, how to seize this new collaboration and make it as effective virtually as it is in person?
Collaboration: working together on a common goal has 4
Principles for principles
What do we mean by organisation design principles?
When I’m asked to help define the principles for an organisation redesign, the first stage usually ends up as a long shopping list of what people wish for. The hard work in the next stage is unpacking the different kinds of things that people call ‘principles’ and then excavating, boiling down, negotiating and refining into a usable set of principles for organisation design.
The root of the word ‘principle’ is in the notion of what you ‘first catch’, hence the idea of a principle being first
Why structure is good and more structure may be better…
‘There’s a whole lot of new ideas on org design out there – flatter, more agile, non-hierarchical, cellular, networked – how to know what might help in our reorganisation?’
You want to find an organisation design and structure that won’t just not get in the way of organisation performance but will help drive results by allowing the work, the information and the energy of people to flow. You want an organisation design that will be able to shift and re-balance itself in an agile way to respond to or anticipate changes
Designing an organisation that works for the people in it
How to judge an organisation design: Part 3
“How do you think people are going to take to the new design? How can we show the benefits to them?”
You have been understanding, testing, probing the org design to see if it stacks up, but you will also have been getting to grips with the people dimensions too. First thoughts may have been about the simple but difficult issues that are going to consume time in the future like filling new roles, redeployment, selection processes, the pipeline of talent, redundancies, the programme of change
Reality testing an organisation design
How to judge an organisation design: Part 2
“I can see what you are trying to achieve with the organisation design. I’ve got some questions to kick the tires on it a bit harder. Can we find time to talk?”
You probably knew that ‘organisation’ as a relatively modern word first meant the structure of a living being, a whole with interdependent parts. But did you know that ‘organisation’, ‘energy’, ‘work’ all come from the same root concept, over 4000 years ago, meaning ‘work’, ‘to do’, ‘be effective’? The organic metaphor for organisation is
What does organisation design set out to achieve?
How to judge an organisation design: Part 1
“Welcome to the team. I’d appreciate your views on something straight away. Can you look over this org design? I’ve been thinking about if for some months. Let me know what you think and let’s talk about the questions you have. I’d like to take this to the management team in a couple of weeks”
Your boss/key internal client, accountable for an area of several hundred employees gives you a deck for an org design. Maybe it has introductory slides, an organisation design logic, a
The leadership balancing act
A client asked me recently if I know any firms with high scores on leadership in their employee opinion survey. Their own leadership scores are stubbornly low and the Chief Executive was concerned.
I’m working with two firms that have recently moved the dial. They’ve done it through a strong and sustained focus on the importance of leadership across the business, active involvement by the Chief Executive and the top team themselves, and investment and effort in the leadership of the next tier.
Another firm is just starting to tackle the leadership behaviour required for the success of an
The human side of governance
A lot of my work is involved with governance at the moment. I’m advising a start up charity on their governance arrangements, I’m chairing a review of the governance of a financial services company, and I’m now chair of the Trustee Board of a charity (the Shakespeare Schools Festival – plug: come to our performances which see students from all sorts of backgrounds, many of them underprivileged, rise to the challenge of performing an abridged Shakespeare play in a professional theatre).
Three big questions come to me in all these areas.
First, how do we put the formal governance arrangements in place