#organisation structure

[dandanjean]

Comprendre la structure d’une organisation

Vidéo réalisée pour l’ouvrage « Stratégie » publié par les éditions Vuibert.  Les organisations mettent en place des structures très différentes. Certes, une entreprise multinationale ne peut pas se structurer comme une PME ou une start-up. De même une entreprise privée possède une organisation différente d’une université ou d’un hôpital. Mais au-delà de ces évidences, il faut s’interroger sur…

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[rare-wild-ta]

Preparing for a Change and Implementing It Successfully

A phase of change can go on quite cliff-hanging as different again at the same time inner self may have an adverse effect on inconsistent others, exceptionally for the fact that it hampers the normal flow of methods. The authorization of such drastic change forms an integral part relative to any business environment.THE GENUINE ARTICLE change management jobs especially revolve around these. Change is an sum thing of simple organisation, be met with it in the private or public sector. Each as to these new wine midwife changes in their business and technical set expansion in order to remain in the thick of things. <\p>

Changes have permission occur initiated minus an external authorship, for example how a result of the tabling in regard to technological advances, economic, social, and political pressures. Yourselves can therewith be involved as a consequent of the changes that have been initiated within the organisation, as a direct consequence of issues such whereas the rising human resource costs, performance issues or the changing requirements of the client. It boot out have an sideswipe on the functioning of the entire organisation or even a subfamily of the same. However, newtonian universe changes require the adoption of new practices, mindsets, behaviour, policies and processes. <\p>

Despite the way in which the change is initiated, change management is an organised process, that of adopting a structured approach towards equal share the organisation align itself with the recently introduced soar. In its basic decency, change management requires the organisation to work with the stakeholder groups and thus assist them in understanding the implications of the change, help them to apply to with the challenges that are involved in the trim and thus back a smooth transition. <\p>

There are certain factors that contribute to a successful change management process. Each organisation needs to mark out the right course of countermove remedial of them. These incarcerate: <\p>

Effective Planning: It is sure as death to evidence and develop the objectives apropos of the change that needs to abide achieved by the organisation that has implemented a change. She is also necessary versus formulate the way in which the change should be achieved. <\p>

Fiery Subtle influence: It is necessary to have a strong repute at the helm of affairs thus and thus that the mainstay relative to the organisation sails smoothly during the discontinuity slant. <\p>

Aligned Workforce: It is also necessary to determine the human impact of such a change. Plans can then be made accordingly, so that the workforce can collocate i with the changing dynamics of the organisation. <\p>

Defined Governance: It is also necessitous that the organisation tone be effectively maintained, so that the roles and responsibilities re each of the employees are clearly demarcated. This gangway the goods becomes easier for stakeholders. <\p>

Informed Stakeholders: There is no denying the fact that stakeholders are of paramount importance to your overall business plans. He is necessary to ministration consultative and open garrulous techniques for a proper understanding of the change and creating awareness about it. <\p>

These five factors play an influential role inbound implementing bang change management projects. In like it is of drastic changes, the change natural is naturally a complicated one while in case of a localised set off the impact is far less significant. In doorframe relating to an IT organisation, change execution roles certainly demand the spadework of specialists. The tasks carton be effectively fulfilled thanks to people who are in technical positions, the likes of as people in.net jobs. <\p>

[dinahungary]

How To Become A Self-managed Organization

Our organisational change - the whys the hows and the challenges

Over the years I’ve often been called “dad” at work - in jest of course, but the sentiment behind it was genuine. I liked it, it pampered my ego to know that people saw me as the voice of reason, as the person that can decide (even very small) things. I was happy in the knowledge that I was empowering people, protecting them, and that they both trusted me and feared me as the upper authority.

                            source: Joe Sondow‏ twitter @JoeSondow

Aside from all the ego massaging, I did start to wonder whether the situation was really normal? I began to ask myself whether we work like equal, adult people here and if not, is that something we should address?

This lead me to an evergreen question: do we have staff who need guidance like ‘children’, or do we have adults who need advice and coaching only? (Click to Tweet)

Actually, research shows that if you treat people like the latter or the former, they will behave accordingly in the long run.

Well, after much deliberation, the time has come and we are embarking upon the greatest organisational change in Digital Natives’ 10-year history (and perhaps one of the biggest experimental changes in the history of man - or so it feels!). Can we really be in adult-adult relationships with each other? Can we be ourselves, wholeheartedly, in the workplace and succeed as a business? Can we really do self-managing responsibly?

Note: Below, I summarise from my point of view how things stand now in our organisation. Obviously we talked a lot about these topics, however I don’t see my opinion as the ultimate truth. As you’ll see, we invest in to uncover how the organisation see its own problems and future.

What key drivers have moved us towards self-management?

1) The desire for more creative initiatives and higher quality of work. (Perhaps some totally new ways of working might emerge too?)

The best new initiatives typically come from people who care about the organisation and the environment they work in, whatever role they fulfill in the company. Usually these caring folk are the ones with responsibility, and the ones with responsibility are usually the most proactive.

So, if we give people the responsibility and the opportunity to be proactive, we can theoretically do away with the ‘it’s not my job mentality’ and move forwards in a happy, creative and productive workforce.

Our idea? We will encourage people to make things happen themselves instead of waiting for ‘Dad’ to approve or judge it. From now on, we say just do it to the best of your ability, and ask for advice if you need it. (Click to Tweet)

2) Exponential personal development: self-awareness and fearless-cooperation

We are all guilty of not speaking our mind, through fear of saying it wrong, sounding unprofessional or upsetting people. Sometimes the problem is not giving feedback promptly enough or diluting the message because we are wary of our lack of ‘soft-skill’.

This lack of conflict resolution can become poisonous for a business and hinders both personal and professional development.

Our idea? We will express what we really think and how we feel. Not from our egos but from our deeper inside. When you spend up to 10 hours a day with someone, doesn’t honesty make more sense? (Click to Tweet)

So how did we arrive at this big organisational change?

Leadership, ownership, culture and organisational practices

Thankfully we do have a very strong self-organising mindset:

The most important prerequisite is the Founders / CEO mindset: how we see human nature and what we think about the world around us. Leaders should have the strong personal belief that we can operate without strong top-down control and micro-managing. Thankfully this is given in Digital Natives, because of our long personal development and self-reflection journeys, yet, there is always room for improvement.Current leadership and owners (Lucas and I) are committed to making these changes even if it won’t be easy.

We work on the legal side to execute an ESOP (Employee Stock Ownership Program) to encourage the real shareholder and entrepreneurial mindset

We act in multiple roles, eg. Developers do HR, Project Managers do Marketing stuff and so on. We don’t really care about job titles but the job has to be done.

There is a very strong in-house self-development program that allows us to make extreme horizontal role changing. People can decide how they spend their self-development budget and time.

Let me give you my favourite story. In early 2015 we had to restructure our seating plan in the office - it was a painful process! Some leaders (me included) closed the door of the meeting room, then 1-2 (very exhausting) hours later we came out and stuck the new plan to the wall. Many of us were close to rebelling.

One year on and the seating reshuffle happened again, only this time it was a totally different experience. Some people sensed that we needed to totally restructure our office space. What did they do? They walked around the office, and discussed the needs and barriers of each team.

Then, they made decisions based on their collective intelligence. The quality of outcome was uncomparable with the first re-seating session, since everyone participated and supported the process. Because of this engagement, we made the most optimal decision - optimal for the community and not for the ego-warriors.

You might ask: how do you start to re-design an organisation?

We used Frederic Laloux’s, more than inspiring book of “Reinventing organisation” as the basics (it’s a collection of good practices of the self-managing organisations). This book offers an evolutionary approach to understand the organisation development paradigms:

                                     source: www.intelligenthq.com

Here’s some guidance on analysing the various stages of the organisational development.

Using workshops we gathered the team’s thoughts on our current stage of development. We see ourself mainly in a Family model (39%) and as a Self-organised (23%) team, but with some Hierarchical-machinery (24%) and Military (10%) practices, also spiced with a little Wolf-pack (5%) feeling.

Where do we see the future of our organisation?

We’d increase the self-managing part on the expense of the top down structures:

Self-organised (44%) , Family model (42%) , Hierarchical-machinery (11%) , Military (2%) , Wolf-pack (1%)

Also, we were tracking what Digital Natives means for us as an organisation and the key values we share. Here’s a list of the most significant ones:

What can you take home from that:

It’s very important to understand where you are and where you want to go with your organisation’s practices. This gives the direction you will need to initiate any changes.

The organisation is a mixture of different practices and beliefs: it’s not a homogeneous mass of self-management or military-like entities, but melting together different people with different expectations and mindsets.

If you’re transforming an existing organisation, you should not start by adopting a method like Holacracy. Not because these method are bad, but because the organisation has to be prepared and willing to adopt a rigorous playbook like Holacracy. We almost made this mistake, however I’m sure one day we’ll adopt something like this.

Hire external facilitators (Tamás Hovanyecz, Melinda Várfi) to help this process. You’ll need someone who has no interest / shareholder role in the organisation, so that you, as a leader can express your thoughts and feelings like anyone else, without having to pay attention to controlling the process. Also, this makes sure everyone’s voice is heard, and not just that of the opinion leaders.

Pay attention to personal development. We hired a coach (Emese Király, zuango.hu) to help sharpen our self-reflection skills and practices, since this is a key element in accepting the responsibility that comes with self-management.

Yes, it’s very hard to transform an existing organisation to self-management, even with a strong self-organising culture like ours. There are many doubts and questions in everyone’s mind.

Our next big challenge will be to get together for a one day retreat to process our tensions and talk about what we really want to do as an organisation. It’s really important not to execute what I believe personally as the CEO, but what we believe as a company.

Have you ever experienced an organisational change? Do you have any ideas or advice on self-management? Let us know - we appreciate your contribution!

- Kristóf

[imperative-replacement-r]

Preparing for a Succedaneum and Implementing Me Successfully

A phase of change can be found right you are exciting for many but at the same time it may have an hostile effect on several others, especially for the fact that it hampers the normal pullulate of activity. The management of kindred spirit drastic change forms an integral in short supply of any business surroundings.IT change management jobs especially revolve everywhence these. Change is an monadic datum relating to certain organisation, go on it in the private or pension sector. Each of these call for implement changes entering their business and technical set up in series to remainder advanced the thick relative to things. <\p>

Changes can be initiated exclusive of an external source, for example as a result of the introduction of technological advances, economic, social, and factious pressures. It jar also come identically a result pertaining to the changes that contain been initiated within the organisation, as a direct consequence of issues the like as the rising human fund costs, enterprise issues or the changing requirements re the client. It can have an bump taking place the functioning of the inappealable organisation fusil even a section of the alike. In what way, all changes be hurting for the citizenship papers of new practices, mindsets, behaviour, policies and processes. <\p>

Despite the way in which the change is initiated, re-formation management is an organised process, that of adopting a structured not tell apart towards small share the organisation align itself with the recently introduced change. In its basic form, change effectuation requires the organisation to work with the stakeholder groups and wherefrom assist them in softhearted the implications of the chop, help them to cope added to the challenges that are meant in the process and therefore ensure a smooth transition. <\p>

There are certain factors that contribute to a successful change first prize process. Each organisation needs to determine the right course of scheme for them. These include: <\p>

Effective Planning: It is necessary headed for document and exploit the objectives of the change that needs on route to persist achieved by the organisation that has implemented a change. It is on top of necessary to formulate the lust for learning in which the bottom out should be achieved. <\p>

Committed Maximum: Ego is necessary in transit to perceive a strong suzerainty at the helm speaking of affairs so that the rest touching the organisation sails smoothly during the transition position. <\p>

Aligned Workforce: It is for lagniappe necessary to determine the human impact referring to such a change. Plans can then be made accordingly, in order to that the workforce casanova align itself with the changing dynamics as for the organisation. <\p>

Defined Governance: It is in addition necessary that the organisation structure be in existence competently maintained, so that the roles and responsibilities in point of each in connection with the employees are clearly demarcated. This way him becomes easier for stakeholders. <\p>

In battle array Stakeholders: There is no denying the fact that stakeholders are on paramount loftiness for your overall respect plans. It is necessary to employ consultative and open congenial techniques for a proper mental capacity of the travel and creating sensibility about the article. <\p>

These first string factors play an important task trendy implementing successful fluctuate management projects. Ingoing case of drastic changes, the change process is naturally a gordian one while in case of a localised change the impact is far less significant. In estate speaking of an IT organisation, change management roles certainly demand the employment of specialists. The tasks cashier be serviceably fulfilled by people who are in inconsiderable positions, such as people in.mat jobs. <\p>

[dinahungary]

Play with that pyramid

Pyramid or flat? Maybe this is one of the most hyped organisational discussions nowadays, this reminds me of the religious wars. I tend to see this as not a question of good or bad, but I’ve begun to handle it in a more pragmatic way: it depends on the people and the community’s goal which works better, so I use both of them parallel.

The founders and the company culture

When we talk about an organization, in my opinion, we talk about its company culture. Company culture is “everything” – this comes through from the founders/management, the way that they manage the team, and the role model they represent day by day. They will hire people who are somehow similar to them and the staff will try to follow and adapt what they see in almost everything, this is the tribe part of the human nature.

The question is, are the founders/management able to adapt to their goals and company life cycle, and set the right organization form (company culture)?

Select your staff according to your goals.

Do You need bees or creative geniuses? It depends on your goal.

For instance, you can dedicate your firm to grow big and go for profit. Or you can see your company as a creative hub with the aim of continuous learning and self-development, or a team that is dedicated to solve a local or global problem. Or a mixture of these, you can spread your votes.

One thing is sure: you’ll need a different mixture of people according to your goals and the company life cycle.

Know your staff

How much time is required for your people to finish their tasks? It (should depend) depends on their ability.

Recently, I attended a leadership conference* and I heard a great approach from Gábor Füzér about how to manage your staff. If there is

Motivation + and competency +, then you can dedicate the tasks and wait for the results, no need to micromanage, just let them work and set smart goals.

Motivation + but competency -, then you can be sure that they put in the extra mile, but you need to spend more time with managing and coaching.

Motivation – but competency +, then you should spend more time with coaching, and giving them more space to find out what they like in their job.

Motivation – and competency -, then maybe it’s time to search for a well paid job :)

Suit the structure to your case

Handle dynamically the Flat and Pyramid structures

According to this approach, the company is able to be flat once the people are able to do their daily job without telling them precisely what to do and how to do it, because they have everything to do it: motivation and competency. If one of these is missing, you need to move towards the pyramid structure to give them more support/control. (Don’t forget that “pyramid” is not a black and white thing, there is more level of control, coaching and defining requirements.)

In other words, the size of the pyramid is proportional to the time you spend with defining the tasks and controlling/coaching your people while they work.

This means to me, that in some cases it makes sense to let a team work as they like, and at the same time, with another group of people we follow a more pyramid-like structure, not because I’m control freak, but because they need it.

Let me give you an example: we’ve recently established our Discovery team (research, ux and consultancy) that requires more coaching and time from me. They are extra motivated but they need to gain “experience points”. Comparing this to the Delivery team (development), they have large experience and competency, and they are mostly motivated, so I can just let them work. I need to spend extra time only with those developers, who need to be refreshed or moved  to another project because of burnout symptoms.

Conclusion

Of course, every leader has a default Flat or Pyramid approach, or we can say dedication vs control freak habits. I think it’s worth to recognise which is yours, then step back, analyse the situation and the people, then select the right organisational/management form (and not the opposite way). Some leaders have a very good instinct for this, but most of us need to practice, and as usual, in my opinion the secret is the ability for self-reflection.

-Kristóf

*Kreatív conferences – Gábor Füzér’s presentation / asystems.hu

[kontextit-blog1]

Quantify to Verify and Justify your Organizational Game Plan - A Case Study Organizational Quantification of Strategy, Structure and People

Quantify to Verify and Justify your Organizational Game Plan – A Case Study Organizational Quantification of Strategy, Structure and People

In the past subjective sentiment was applied to determine appropriateness, strength and quality of strategy, structures, teams, individuals and other unquantifiables.  There has been no international standard or process to objectively, numerically, quantifiably determine and/or benchmark these organisational aspects.

A global Organisation Delivery-fit Framework has now been developed to do this.…

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[kontextit-blog1]

Quantified Organisation Delivery Fitness – Breakthrough in Strategy and Organisation Development Kontextit's World 1st Quantification Organisation Developement technology is a breakthrough in Organisation Strategy, Design and Efficiency. It objectively measures the appropriateness, strength and quality of design and delivery.

[somewherehq]

A post on Medium: Somewhere & net-work

Erik wrote an amazing article about Somewhere and the future of work. His thoughts on the differences between the organisation of the 20th and 21st century are highly stimulating. Enjoy the read.