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Slide Notes

A new model of organisation design is emerging. What's stopping us from making a shift? How are organisations taking the next evolutionary step? What can we influence in our roles within the public sector?

Reimagining Organisation Design

Not Published
PPMA Joint South East & Southern and Regions Meeting, 18th September 2015

PRESENTATION OUTLINE

5 STEPS TO BUILDING

  • REIMAGINING ORGANISATION DESIGN
A new model of organisation design is emerging. What's stopping us from making a shift? How are organisations taking the next evolutionary step? What can we influence in our roles within the public sector?

wilful blindness

'Follow the Leaders' by Isaac Cordal, Berlin, 2011 (known on social media as 'Politicians discussing global warming').

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Our organisational structures create 'wilful blindness' - we are unable to see better ways of doing things. See Margaret Heffernan's book 'Wilful Blindness'.

be a why company, not a how company

When Jean-Francois Zobrist was appointed CEO of FAVI in 1983, he transformed it from a 'how' company to a 'why' company.

"You cannot build a company that's fit for the future without building one that's fit for human beings."

Gary Hamel

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We have evolved new models for our organisations in history and we will do it again, says Frederic Laloux.

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Hierarchies are sufficient for low complexity but in high complexity environments (like we have today), hierarchies are limited.

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Examples of Teal organisations

Mirror, mirror on the wall, I am the ugliest of them all

To avoid wilful blindness, we must invite challenge and look at our organisations honestly. See Vineet Nayar's TED talk: http://www.tedxaix.com/talks/employees-first-customers-second-vineet-nayar-tedxaix/

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  • What job took too many people or involved too many activities?
  • What's just plain silly?
  • What costs too much?
  • What was the cause of complaints?
  • What took too long?
  • What made you mad?
  • What was too complicated?
  • What was wasted?
  • What was misunderstood?
Questions Robert Townsend would ask employees every day when he became CEO of AVIS in order to remove obstacles to them doing their jobs.

Church of Fail

Matt Matheson developed Church of Fail at Nixon McInnes - it's a cultural practice involving admitting to failures and sharing what you learned openly with peers. http://www.inc.com/magazine/201311/leigh-buchanan/nixonmcinnes-innovation-by-celebrating-mistakes.html

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    Social tools like 7Geese allow employees to share OKRs across the organisation. Some companies are using it to replace performance appraisals.

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    Freedom Centred Workplaces live these 10 principles according to WorldBlu, and outperformed S&P 500 companies from 2010-2013. Source: https://www.linkedin.com/pulse/freedom-pays-how-worldblu-organisations-winning-through-lisa-gill?trk=mp-reader-card

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    Reinventing Organisations wiki: http://www.reinventingorganizationswiki.com/ >> Reinventing Organisations Discourse platform: http://discourse.reinventingorganizations.com/ >> 'Teal' newsletter: http://www.enliveningedge.org/ >> WorldBlu website: http://www.worldblu.com/

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    Lisa Gill

    Haiku Deck Pro User