Oxford - Erasing the org chart

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Erasing the Org Chart: Toward a More Fluid, Results-Based Definition of Work Franny Oxford, MA, SPHR

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Oxford - Erasing the org chart

  1. 1. Erasing the Org Chart: Toward a More Fluid, Results-Based Definition of Work Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR Franny Oxford, MA, SPHR
  2. 6. Your Work Has Changed <ul><li>Stabilizing </li></ul><ul><li>Rules </li></ul><ul><li>Procedures </li></ul><ul><li>Org Charts </li></ul><ul><li>No Exceptions </li></ul>Creating Customization Change Results Resourcefulness ROI
  3. 7. Focus on RESULTS <ul><li>R esources </li></ul><ul><li>E xpectations </li></ul><ul><li>S eries of guideposts </li></ul><ul><li>U ltimate goal and consequences </li></ul><ul><li>L isten to concerns/obstacles </li></ul><ul><li>T ime study </li></ul><ul><li>S hare cultural norms </li></ul>
  4. 8. Get Organized Around the Company’s Future Toss out the Past
  5. 9. Developing RESULTS <ul><li>Check out current practices </li></ul><ul><ul><li>Current metrics </li></ul></ul><ul><ul><li>Pareto out issues </li></ul></ul><ul><ul><li>Ask 5 why’s </li></ul></ul><ul><ul><li>Root cause </li></ul></ul><ul><li>Eliminate irrelevant practices </li></ul><ul><ul><li>Slate for deletion </li></ul></ul><ul><ul><li>Sell to execs </li></ul></ul>
  6. 10. Developing RESULTS <ul><li>Company strategy </li></ul><ul><li>SWOT human capital needs against strategy </li></ul><ul><li>Generate draft high-level RESULTS </li></ul><ul><li>Communicate with execs </li></ul><ul><li>Break down RESULTS into business plan by division or team </li></ul><ul><li>Communicate with managers </li></ul><ul><li>Work with managers to break down RESULTS to individual level </li></ul>
  7. 11. Communicating RESULTS <ul><li>Individual employees should have some say </li></ul><ul><li>Be careful about assumptions: </li></ul><ul><ul><li>time studies </li></ul></ul><ul><ul><li>old processes </li></ul></ul><ul><ul><li>shared resources </li></ul></ul><ul><ul><li>unintended consequences </li></ul></ul><ul><ul><li>unstated anxieties </li></ul></ul>
  8. 12. Timeline Current state analysis 2 months Destructuring 1 month Strategy/SWOT 2 months Selling and Managing Change 3-8 months
  9. 13. “ Rules are like fingernails. You have to cut them back every once in a while if you want to be nimble.” Timeline for Reinforcement: FOREVER
  10. 14. Franny Oxford http://frannyoxford.com 408-372-6696

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