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Redesigning the Table: The Case For Organizational Design

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As design talent becomes more sought after and designers achieve higher levels of leadership in organizations, it's becoming more and more apparent that having design talent does not ensure design success. An organization's culture - its shared beliefs and behaviors - have a tremendous effect on how that company utilizes and capitalizes on design talent. If we want our organizations to make the most of not only designers, but the creative talent and innovative ideas of all and any of it's people, then we must make a focused effort to change our organizations culture and the various aspects and facets of an organization in which culture manifests. This is Organizational Design, a practice focused on optimizing the structures of an organization to achieve a desired outcome.

Published in: Design
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Redesigning the Table: The Case For Organizational Design

  1. Redesigning the Table The Case for Organizational Design @ADAMCONNORADAM CONNOR EXPERIENCE DESIGNER, VP ORGANIZATIONAL DESIGN & TRAINING
  2. Congratulations Designers! We’ve made it!
  3. “Design lead” organizations have been shown to outperform the S&P 500 by 228% over the last 10 years. (DMI) In the next 10 years, job growth for UX Designers in the US is expected to increase by 22%. (CNN) Increase in design leadership positions such as CCO, CDO and CXO.
  4. Having design talent does not ensure design success.
  5. 25% 24% 18% 14% 11% 9% Overall Culture Lack of Leadership Resource Constraints Silos & Politics Partial Implementation Lack of Understanding What barriers prevent UX Design from having a greater impact in organizations? Leah Buley Principal Analyst, Forrester Research
  6. They’re people problems. Often, the problems that cause organizations to fail are not problems with technology, talent, or ideas.
  7. Conway’s Law “Organizations which design systems are constrained to produce designs which are copies of the communication structures of these organizations.” Melvin Conway, Computer Scientist
  8. “An organization’s ability to take advantage of design talent and creative ideas is directly proportional to its culture’s support or hinderance of the conditions needed for them to flourish.” Adam Connor The Guy Speaking Right Now
  9. 25% 24% 18% 14% 11% 9% Overall Culture Lack of Leadership Resource Constraints Silos & Politics Partial Implementation Lack of Understanding What barriers prevent UX Design from having a greater impact in organizations? Leah Buley Principal Analyst, Forrester Research
  10. Organizational Culture Lack of Leadership Resource Constraints Silos & Politics Partial Implementation Lack of Understanding
  11. Culture is the shared beliefs and behaviors of a group.
  12. Organizational Culture Lack of Leadership Resource Constraints Silos & Politics Partial Implementation Lack of Understanding Structur Values & Commu Tools & Skills & Policies
  13. Organizational Culture adership nstraints & Politics entation standing Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  14. Changing culture is difficult because it is a self-reinforcing network.
  15. Organizational Culture Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  16. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  17. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  18. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  19. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies
  20. Changing culture can be approached as a design challenge.
  21. Envision Understand the future culture you intend to change towards. your current organizational culture.
  22. Dave Gray Super Smart Dude With Too Many Titles Culture Maps Journey Maps
  23. Skills, Tools & Knowledge COM-B Model Capability Opportunity Motivation Behavior Values, Beliefs, Structure & Roles Processes, Policies & Communication
  24. Envision Identify Understand the future culture you intend to change towards. your current organizational culture. the opportunities and challenges between the two. Select Analyze Generate and implement some of those ideas. ideas for potential changes to process, structure, roles, etc. and critique your implementation and it’s effect. Iterate and keep going.
  25. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies Where do we start?
  26. Structure & Roles Values & Beliefs Communication Tools & Processes Skills & Knowledge Policies Where do we start?
  27. Intentional culture change requires persistence and adaptation.
  28. “If we want to put our organizations in positions where they can make the most of their employees’ design talent and ideas, we must make a conscious, focused effort to provide a culture that supports those beliefs and behaviors.” Adam Connor That Same Guy As Last Time
  29. Intentional culture change is designed.
  30. Intentional culture change is Organizational Design.
  31. THANK YOU!Adam Connor VP Organizational Design & Training ! @adamconnor aconnor@madpow.com

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