Innovation-Native Organizational Design

Innovation-Native
Organizational Design
Innovation-Native Organizational Design (INOD) offers effective and cohesive structures and
processes for transitional change management and innovation pipeline governance.
This document and more can be downloaded here: http://flevy.com/seller/tangentmgmt
Triplex Network Architecture for Innovation-Focused Enterprise

4
Architecture
• Product Manager
1
• Product Manager
2
• Product Manager
3
• Product Manager
4
• Product Manager
5
Reporting, Sharing and Feeding-Back sessions
Product Manager Project Coordinator Process Leader
Interface Structure (Matrix)
• Project
Coordinator 1
• Project
Coordinator 2
• Project
Coordinator 3
• Project
Coordinator 4
• Project
Coordinator 5
• Process Leader 1
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7
Product Managers – Project Coordinators interface
PMs PCs Information Flows
PRODUCT
MANAGERS
PROJECT
COORDINATORS
PRODUCT
MANAGERS
PROJECT
COORDINATORS
• Respective Product Lifecycle
Management Information (for product
innovation cases)
• Customer Relationship Management
Information (for CRM process innovation
cases)
• Supply Chain Management Information
(for SCM process innovation cases)
• Regular Progress Reports (see RSF2 on
later slide)
• Ad Hoc Discussions (see RSF3 on later
slide)
• Project Deliveries (see RSF4 on later slide)

10
Benefits of the triplex network architecture
Coherent communication
Employees motivating and reinforcing each other
Collaboration and collective intelligence
Distributed knowledge management
Iterative feeding back, double looping and team learning
Group decision-making for complex decisions
Proper assignment of decision rights, in addition to tasks and actions, to each of employees
and mutual recognition and endorsement of those rights and tasks
Organic instantiation and circulation of information and knowledge among relevant owners,
users and clients of processes
Boosting narratization, storytelling and organizational memory
Cascaded goal-setting, planning and alignment
Highly resilient and conductive for strategy execution and deployment

13
RSF1 sessions: inception/kickoff
all online except if stated otherwise
formulation of project boundaries
formulation of project termination assumptions
defining the use of project information
project planning, scheduling and time-framing
quantitative modelling, if needed (offline)
final approval of the PC(s) for the project(s) after his/her short presentation of his/her
vision
project support planning and provision/arrangements
RSF0 RSF1 RSF2
RSF3 RSF4 RSF5

16
RSF4 sessions: launch/commissioning
audit and green light by PL(s) concerned
presentation and demonstration the PC(s)
delivery of IP assets
product/process innovation deployment action plan
product life-cycle data acquisition and integration
adaptation/provision of PM resources
any reengineering of CRM and SCM processes
provision of marketing collateral
enforcing continuous improvement communication best practice of the PM with the PC
and relevant PLs
training, documentation, workflow manuals, etc.
stand-by support and consultation by owner PC(s)
RSF0 RSF1 RSF2
RSF3 RSF4 RSF5

19
Principles, tips and guidance for implementation
Principle of structured approach: implementation must build on structural components and their relationships, as elaborated, as the
methodology for implementation, with content, i.e. data/information flows, deliverables/results/outcomes, objects/materials/plans, etc.,
are considered as tokens or fluents which run through the structure in time and are variables of process
Detailed realizations and variations of the framework are not essential with regard to sticking to the latter. The present description of
the framework embodies a minimum and essential part of any realization of it, meaning non-essential additions may be made to
render the results most desirable and stable for the organization involved
Two types of interpolations can be valid for the set of rules/steps brought herein: interpolations between two or more rules/steps as
identified and deemed material by you; and interpolations between one or more rules/steps and your belief(s) coming from your
vertical/domain expertise and/or your multiple experience with similar efforts in similar circumstances from the past. This may sound
too strict and rigorous a formulation, but the meaning it carries is important as it may prove crucial in many fuzzy front-end
elaborations and planning.
Creativity and innovation in implementation of the framework may largely contribute to its successful subsequent adoption and use.
As a first step of implementation, the framework as described here should be translated to the language of an organization's realities
to reflect adequately the organization's valid assumptions, conditions, situation and parameters.
Similarly the framework must be discussed broadly with all involved and interested stakeholders. In doing so, no discrimination should
ideally be exercised as to expression of opinions and views of participants based on their roles or otherwise.
By guided by and constrained with minimum set of a priori presuppositions, predispositions and “procrastinating” decisions/rules
regarding the implementation of and expected specific results from implementation of the framework. Let the realities and
assumptions regarding it emerge and materialize constructively from the very process of implementation. In other words, make
judgments of the performance/process on the basis of new realities, not (only) your previous experience with similar efforts.
Try to stick to the rule “something (a step included in the framework) does not make sense in my reality if I/we fail to accomplish it
after three trials”.
Level of formalization/institutionalization of the workflow structure described is largely up to you, make your own judgment and go with
it.

1
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