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Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
Organizational agility
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Organizational agility

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  • Organisatiestructuren zoals we die tot hier toe kenden voldoen niet meer. Te traag - terigide - teweinig collaboration.Organisaties die klaar willen zijn voor toekomst - netwerkstructuren - mindset - trust & peer-learning & failure tolerant leadership.
  • TECHNOLOGIE - CHAOS
  • TECHNOLOGIE - CHAOS
  • Transcript

    • 1. Organizational Agility
    • 2. What promotes the agility of your organization?
    • 3. Does this structure promote the agility of your organization?
    • 4. Hierarchical structures guarantee stability + predictability Knowledge trapped in silo’s Poor collaboration Rigid performance management systems One size fits all Employees are treated like children that have to be punished and rewarded  Paternalistic leadership     
    • 5. Does the matrix structure promote agility? Does it solve all issues?
    • 6. What will the organization of the future look like?
    • 7. The presence of networked structures is an important part of the agile, future proof organization.
    • 8. Agile organizations  Agile organizations encourage their employees to be part of networks.  These networks go beyond the boundaries of — their business unit — their own organization  Agile organizations collaborate intensely with clients and temporary workers  crowd sourcing / open innovation  diversified workforce
    • 9. Is this about anarchy and chao The agile organization might have to allow a certain amount of chaos.
    • 10. Working in networked structures is one of the key elements for organizations to be agile. It will be important for all types of organizations. NOT just the technology companies. You need the right culture to be able to work in networked structures.
    • 11. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore?
    • 12. Question 1 What triggered the insufficiency of hierarchy? Why are hierarchical structures not sufficient anymore? Let me highlight 3 elements.
    • 13. Element 1
    • 14. Start of permeability of the organization (> working in partnerships - outsourcing)
    • 15. Element 2 “Interaction jobs” McKinsey - Knowledge Workers Adult work-relationship
    • 16. Element 3 Technology changed our world fundamentally. We live in a hyper-connected world. Information is fluid.
    • 17. Element 3 “Hyperlinks subvert hierarchy.” Cluetrain Manifesto - 1999.
    • 18. Element 3 Work and office are disconnected.
    • 19. Question 2 How do organizations react to these fundamental changes?
    • 20. Question 2 How do organizations react to these fundamental changes? 3 examples
    • 21. 3 examples of reactions • Working hours and the place one works become more flexible Virgin versus Yahoo • Evaluation systems are questioned Microsoft versus Yahoo • Intense use of social technologies Kluwer - push (marketing) + pull (content marketing & dialogue with customers) - knowledge sharing (internally and externally)
    • 22. “Working life isn't 9-5 any more.” “Companies that do not embrace this are missing a trick.” Richard Branson - February 2013
    • 23. ” To successfully work with other people, you have to trust each other.” Richard Branson - February 2013
    • 24. Evaluation systems should stimulate collaboration
    • 25. Its
    • 26. McKinsey By the use of social technologies, companies have an opportunity to raise the productivity of knowledge workers by 20 - 25%.
    • 27. “Strategic and networked relationships fuel modern organizations.” “Individuals who maintain strong, collaborative networks tend to be productive high performers.”
    • 28. 31
    • 29. Question 3 In which circumstances do networks work?
    • 30. It’s not just about technology. It’s about a mindset.  Trust  Peer-learning  Failure tolerant & provoking leadership
    • 31. It’s not just about technology. It’s about a mindset.  Intense knowledTrust  Peer-learning  Failure tolerant & provoking leadership  ge sharing  Transparant communication  Permeability of the organization  Diversified workforce
    • 32. Interesting to read About the importance of a diversified workforce  Human Capital Trends 2013 - Leading Indicators http://www.deloitte.com/view/en_US/us/Services/consulting/humancapital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm
    • 33. About the future of work  The Social Organization - Harvard Business review Press - Gartner  Net Work - A Practical Guide to Creating and Sustaining Networks at Work and in the World - Patti Anklam  Organizations don’t tweet - People do - Euan Semple.
    • 34. About agility  http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins titute/Publications/WorkAgilityFinal.pdf  Get Lucky - How to Put Planned Serendipity to Work for You and Your Business - Thor Muller & Lane Becker  Seeing What Others Don’t - The Remarkable Ways We Gain Insights Gary Klein.
    • 35. Do you want to know more? isabel.declercq@kluwer.be 00 32 477 87 24 68 @KluwerLearning on Twitter

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