Nuove Organizzazioni

1. Novelty e organizzazione
Management Reloaded

2. Overview
• Adattarsi alla novelty: l’evoluzione dei modelli organizzativi tra
entropia e ordine
• Le due strade del cambiamento: adattamento e selezione
• Essere ambidestri e il metodo lean start-up
• Le organizzazioni emergenti: agile, holacracy, DAO

3. Adattarsi alla novelty

4. Che cosa è un’organizzazione?
• Per una specifica impresa e istituzione, è uno sforzo collettivo
negoziato ex-ante, nel mentre e talvolta ex-post per ridurre l’entropia
che è presente fuori e dentro i confini
• Nelle organizzazioni tayloriste, l’obiettivo è stato la totale rimozione
dell’entropia interna e la limitazione di quella esterna (Ford, Modello
T: di ogni colore purché sia nera!)
• Nelle nuove organizzazioni abbiamo due fonti di entropia:
• Quella esterna: clienti, società, concorrenti, fornitori, ambiente ecc.
• Quella interna: persone, potere, conflitti, innovazione ecc.

5. Entropia
Volatile, ambiguo, incerto e
complesso
VUCA World
Sviluppi esponenziali
Tecnologia
Modi di interagire nuovi
Tecnologia sociale
In conflitto, mutevoli
Istituzioni

6. Come affrontare l’entropia?
Entropia Novelty

7. Cosa è la novelty?
• Novelty refers to the creatively new, that which has never existed
before. Organizations evolve. Some successfully, some unsuccessfully. At
the crux of organizational evolution is the creation of meaning,
learning, knowledge creation -- the production of novelty. Finding
effective prescriptions for strategy and organizational evolution starts
with identifying the descriptive theories of organizations, humans, and
how novelty is created.
• Novelty means coherent pattern that has never existed before, not
some hidden form that already exists but has not yet been revealed.
(Stacey, 2000, 155). Novelty is a precursor to innovation that is
essential to organization evolution.

8. Come creare novelty
The mechanisms to produce novelty are listed below --
• self-organization - organizing new identity, exhibiting self-organizing behavior, moving from one
attractor to another entirely due to the internal dynamics of the organization, see self-organization.
• pattern emergence - spontaneous emergence of new forms
• variation - there must be a source for variation or difference, like chance or micro-diversity.
• diversity - true diversity requires the paradox of conflict and order, diversity in human action arises
in human freedom and autonomy.
• power relations - power is constraint; conflicting constraints translate in human terms to power
relations. Creativity is intertwined with destruction. This insight is concealed when harmony and
sharing are placed at the center of the rules for engagement between organization members.
• micro-diversity -- variation arising from micro-diversity of interaction, has the potential to result in
transformation, i.e. novelty - essential to organization evolution

10. VIVIAMO NEL PUNTO DI FLESSO
MODELLI MANAGERIALI
CICLO RIVOLUZIONARIO: BUSINESS PROCESS
REDESIGN DEI PROCESSI DI BUSINESS LUNGO
TUTTA LA CATENA DEL VALORE
RIDISEGNANDO I CONFINI INTERNI ED
ESTERNI
CICLO DI BILANCIAMENTO: KNOWLEDGE
MANAGEMENT
CREARE COMMUNITIES OF PRACTICE PER
RIPRENDERE, TRATTENERE O MIGLIORARE LA
CAPACITÀ DI INNOVAZIONE DELLE PERSONE
DISPERSE FUORI DALL’ORGANIZZAZIONE
PARADIGMA ORGANIZZATIVO
NETWORK:
COLLEGARE E RAZIONALIZZARE I PROCESSI
ATTRAVERSANDO I CONFINI INTERNI ED
ESTERNI
RIVOLUZIONE TECNOLOGIA
COMPUTER E
TELECOMUNICAZIONI
Bodrožić, Z. and Adler, P.S. (2018), “The Evolution of Management Models: A Neo-
Schumpeterian Theory”, Administrative Science Quarterly, Vol. 63 No. 1, pp. 85–
129.

11. Le due strade del cambiamento:
adattamento e selezione

12. Do you recognize your management professor?

13. The dichotomy of “societal” change
ADAPTATION SELECTION

14. The key internal constraint is…
• Time

15. The key external constraint is…
• Uncertainty

16. Modeling: what
Low High
Abundant
Analysis and planning
(K-strategy)
ADAPTATION
Portfolio strategy
(BCG Matrix like)
Limited Incremental change
Piloting and pivoting
(r-strategy)
SELECTION

17. Essere ambidestri e il metodo
lean start-up

18. Absorptive capacity
• A firm's ability:
• to recognize the value of new
information,
• assimilate it, and
• apply it to achieve its goals

19. How to develop Absorptive capacity

20. The paranoid organization
• Strategic inflection points occur when there is a
change with 10X force
• An organization that has a culture that can deal
with these two phases – debate (chaos reigns) and
a determined march (chaos reined in) – is a
powerful, adaptive organization.
• Such an organization has two attributes:
• It tolerates and even encourages debates. These debates are
vigorous, devoted to exploring issues, indifferent to rank and
include individuals of varied backgrounds.
• It is capable of making and accepting clear decisions, with the
entire organization then supporting the decision.

21. Ambidextrous Organization
21
General Manager
Existing business Emerging business
Mfg Sales R&D Mfg Sales R&D

22. 22
Alignment of: Exploitative Business Exploratory Business
Strategic intent
Critical tasks
Competencies
Structure
Controls, rewards
Culture
Leadership role
Ambidextrous Leadership
Ambidextrous Organization

23. 23
Build an Ambidextrous Senior Team
• Ambidextrous senior teams must manage
• both more mature, operationally focused businesses
• and higher growth, emerging businesses
• High performing senior teams show:
• High conflict, high respect decision making capabilities
• High levels of trust and truth telling
• The ability to manage divergent incentive systems and career paths
• Coupled with processes that support the divergent management of
quite different business units
• E.g. Resource allocation processes that allow for different time horizons,
milestones, rates of return

24. Lean Startup
• Lean startup is a methodology for developing businesses and products,
which aims to shorten product development cycles by adopting a
combination of business-hypothesis-driven experimentation, iterative
product releases, and validated learning

25. Logiche
• Minimum Viable Product (MVP): is the "version of a new product
which allows a team to collect the maximum amount of validated
learning about customers with the least effort"
• Split testing: is an experiment in which "different versions of a product
are offered to customers at the same time."
• Actionable metrics: can lead to informed business decisions and
subsequent action
• Pivot: A pivot is a "structured course correction designed to test a new
fundamental hypothesis about the product, strategy, and engine of
growth."

27. Le organizzazioni emergenti

28. Organizzazione agile
• Basata su team simili a
communities, gruppi di
persone che condividono
una abilità o una
professione e che hanno
un interesse comune in una
specifica area.
• Utilizza logiche di self-
leadership e self-
management

29. Le 6 caratteristiche dell’Agile Organization
1. They are made up of self-aware
individuals whose actions affect
the organization as a whole
2. They adapt a catalyst style of
leadership by inspiring others
without losing the cohesion within
the entire system
3. Their organization is based on
continuous learning from
experiments
4. They foster an open
communication style facilitating
collaboration and sharing
5. Their governance is based upon
long-term business value and
adaptation
6. Their members seek mastery in
their respective skills

30. Holacracy
• Un modello basato su:
• Una costituzione che definisce le regole del gioco e redistribuisce l’autorità
• Un modo diverso di strutturare l’organizzazione e definire ruoli e sfere di
autorità
• Un processo diverso di presa di decisioni per aggiornare ruoli e sistemi di
autorità
• Una modalità di conduzione degli incontri che consenta ai team di rimanere
sincronizzati e lavorare assieme

31. Holacracy

32. Basic Circle Structure

33. Linking Circles

34. Spotify’s organization

35. A new framework for organizing
1. an information, communication, knowledge-
sharing, experience-enhancing infrastructure;
2. a role system relying on multiple, stratified
levels of membership;
3. an interactive organizational design map;
4. a spontaneous process of generation of
variation; and an organizational entropy
originator to be built into the everyday
operations of the organization;
5. a data dashboard which continuously
provides evidence of what is going on to
everybody, supported by forms of artificial
intelligence.

36. Emerging Attitudes and skills for managers
Competence Learning areas
Search for Uniqueness  Complex systems
 Insight
 Inquiry
 Advanced Statistical Analysis
Discovery Orientation  History of Science
 Epistemology
 Inquiry
 Introspection
Evolutionary and Continuous Learning  Evolutionary and Change
Theories
 Complex systems
 Insight
 Introspection
 Meditation
Competence Learning areas
Evidence Based Insight  Complex systems
 Insight
 Research Methods
 Advanced Statistical Analysis
Nomadic Desire  Languages
 Cultural and Philosophical
Anthropology
 Globalization
 Multilocation

37. Modeling: how
• Many small bet on high risks
alternatives
• Look for the originals who
challenge common wisdom

38. Case Studies

39. Speech contest
The Pros
• 2 minutes
• 1 minute criticism
• 1 minute reprise
• The judgement
The Cons
• 2 minutes
• 1 minute criticism
• 1 minute reprise

40. The organization at Spotify

41. The organization at Spotify

42. http://etc.ch/sT2r

43. The organization at Zappo’s