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Networks.Clouds.011610

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The Protean Organization

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Networks.Clouds.011610

  1. 1. Aligning What We Do and How We Organize
  2. 2. It depends on what you do …
  3. 3. What we do is loosely-coupled
  4. 4. We use agile methods
  5. 5. To deliver web services
  6. 6. Used by communities
  7. 7. Who live in the Cloud
  8. 8. So, how to organize? We have examples
  9. 10. (a map of Internet page links)
  10. 13. These communities are self - organizing The Rutherford Atom The Quantum Atom
  11. 14. So why would we do this?
  12. 15. Or this (e.g. flatter)?
  13. 16. Or this (e.g. matrix)?
  14. 17. So, how to self-organize? The Protean Organization * * M. Malone, ‘The Future Arrived Yesterday’, 2009
  15. 18. Premises for something different <ul><li>Technology </li></ul><ul><li>Globalization </li></ul><ul><li>Entrepreneurship </li></ul><ul><li>Workforce </li></ul><ul><li>Enterprises </li></ul><ul><li>People </li></ul>Pace of change will continue Markets and economies more volatile Expanding in industrialized nations New generation with different attitudes toward institutions and commitment Companies want to grow and endure Human nature has not changed; people still want equilibrium
  16. 19. The Protean Organization is … <ul><li>A Shape-Shifter </li></ul><ul><ul><li>Able to change form and business models to meet rapidly evolving market challenges </li></ul></ul><ul><li>Virtual , but not just virtual </li></ul><ul><li>Outsourced , where and when it makes sense </li></ul><ul><li>Autonomous , but with governance </li></ul><ul><li>Thin , with 20/80 (staff/non-staff) </li></ul><ul><li>Compliant with current laws and regulations </li></ul>
  17. 20. A Protean Organization Rings with Fuzzy Edges <ul><li>Enables quick entry & exit of new members </li></ul><ul><li>Geographically and temporally distributed </li></ul>The Inner Ring The Cloud The Core ‘The immortals’ History Culture Values Strategy ‘The varsity’ Line operations All other market players Customers Partners Vendors Competition Regulators
  18. 21. The Protean Corporation <ul><li>Board of Directors </li></ul><ul><ul><li>Report to shareholders </li></ul></ul><ul><li>Core </li></ul><ul><ul><li>Report to BOD </li></ul></ul><ul><ul><li>Culture, values, strategy </li></ul></ul><ul><li>CEO </li></ul><ul><ul><li>Report to BOD </li></ul></ul><ul><ul><li>Represent the company </li></ul></ul><ul><li>Inner Ring </li></ul><ul><ul><li>Report to CEO </li></ul></ul><ul><ul><li>Engage with the Cloud </li></ul></ul>Oversight and Governance still needed
  19. 22. Who’s in the Cloud <ul><li>Partners </li></ul><ul><li>Vendors </li></ul><ul><li>Customers </li></ul><ul><li>Competitors </li></ul><ul><li>Labor </li></ul><ul><li>Goverments & regulators </li></ul><ul><li>Industry, trade and professional groups </li></ul><ul><li>Stock & financial markets </li></ul><ul><li>Media </li></ul>Everyone who influences the fate of the organization
  20. 23. Engaging the Cloud The Role of Inner Ring <ul><li>Executing the strategy </li></ul><ul><li>Product & service delivery </li></ul><ul><li>Market development </li></ul><ul><li>Internal HR, financial, admin </li></ul><ul><li>and … </li></ul><ul><li>Competence Aggregation </li></ul>
  21. 24. The Competence Aggregator <ul><li>Key function of the Inner Ring </li></ul><ul><li>The organization’s ‘entrepreneur’ </li></ul><ul><ul><li>Essentially forming (and liquidating) ‘start-ups’ to enter (and exit) markets </li></ul></ul><ul><li>Finds and connects the needed competences </li></ul><ul><ul><li>Assembles: employees, partners, vendors </li></ul></ul><ul><li>Roams between the Core and the Cloud </li></ul>Tasks traditionally done by the CEO
  22. 25. Ultimately, Protean becomes the Social Enterprise <ul><li>Not two Protean organizations </li></ul><ul><li>But one </li></ul><ul><ul><li>That shifts between for profit and non profit to meet challenges & opportunities in the cloud </li></ul></ul>For Profit Non Profit
  23. 26. Until then, some challenges <ul><li>We’re a start-up </li></ul><ul><ul><li>Can execute tactically, but strategically? </li></ul></ul><ul><ul><li>Must organize efforts to ‘not-organize’ </li></ul></ul><ul><li>Who will be </li></ul><ul><ul><li>Core </li></ul></ul><ul><ul><li>Inner Cloud </li></ul></ul><ul><ul><li>CEO </li></ul></ul><ul><ul><li>Competence Aggregator </li></ul></ul><ul><li>Will our ‘Cloud’ be confident of the enterprise? </li></ul><ul><ul><li>e.g. Dole, TRANSCOM </li></ul></ul><ul><ul><li>Appear familiar and credible? </li></ul></ul><ul><li>Compliance </li></ul><ul><ul><li>Level 6 v/v SM21 Inc. </li></ul></ul>
  24. 27. Needed <ul><li>Acknowledge we are proto -Protean </li></ul><ul><li>Organize now to </li></ul><ul><ul><li>Enable (and not impede) current business </li></ul></ul><ul><ul><li>Align Level 6 and SM21, Inc. </li></ul></ul><ul><ul><li>Engage and assure our Cloud. And … </li></ul></ul><ul><ul><li>not foreclose becoming (more) Protean later </li></ul></ul>Thoughts?
  25. 28. The Core The Inner Ring The Family The Neighborhood The Community
  26. 29. The Core The Inner Ring The Cloud

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