The more complex our world becomes, the more complex the systems and tools we need to "survive" or "thrive". It's the same for a company. The Operating System of Organizations we are getting used to is getting into a burnout. We need something new. This presentation based on Spiral Dynamics, the Corporate Transformation Tools (by Richard Barrett) and the work of Ken Wilber and Frederic Laloux. You're also recognize some drawings from my own book "Architect van je Organisatie"

1. Welcome in the Age of Agility …

2. S
STRATEGY
STRATEGY
EXECUTION

3. Only organizations able to create a
context which nurtures the mindset
and behavior for
“Strategy Execution”
in a lean and agile
way will survive
in this era of
change.

4. Why do you
need a new
strategy?

5. What kind of behaviour
and/or mindset
will make
it work?

6. If you
need this

7. And you
keep getting
this …

8. … than a bigger
hammer
won’t do
the job

9. What can we learn from
the companies that are
ahead of the curve

10. S
There is maybe
more that needs
change?

11. Let’s start with an analogy …

12. It’s all about
stages of complexity

13. Operating Systems of Organizations – OS 1.0
Pack of Wolves
1800
1900
2000
2100

14. OS 1.0: Pack of Wolves, tribes or gangs:
• Lead by the strongest alpha male
• Power, agression, survival modus
• Short time Operating Model

15. Operating Systems of Organizations – OS 2.0
Army
Pack of Wolves
1800
1900
2000
2100

16. OS 2.0: Army, goverment, church, …
• Lead by laws, rules, tradition (> reality)
• Hierarchy and compliance
• Longer time perspective (Strategy)

17. Operating Systems of Organizations – OS 3.0
Machine
Army
Pack of Wolves
1800
1900
2000
2100

18. OS 3.0: Machine
• Centralized command and control
• Expertise, knowledge, results, ladders
• People are parts of process
• Market Oriented -> Mass production

19. Operating Systems of Organizations – OS 4.0
Familiy
Machine
Army
Pack of Wolves
1800
1900
2000
2100

20. OS 4.0: Family
• Empowering context
• Allergy for rules and hierarchy
• Relational, togetherness, participative …
• People/Customer oriented (experience)

21. Operating Systems of Organizations – OS 5.0
Living System
Familiy
Machine
Army
Pack of Wolves
1800
1900
2000
2100

22. OS 5.0: Living Systems (= mix of OS)
• Functional Hierarchy
• Agility - Self-Regulation based on
Leading Principles (= Framed Autonomy)

23. Like a human being, a company can
fall back to a lower level of operating
Living System
Familiy
Machine
Army
Pack of Wolves
1800
1900
2000
2100

24. Agility is something natural …
Rigidity is induced by the way
we design organizations …
Pyramids
create
mummies

25. Or, the BOX we put people in
determines their behaviour …

26. So, survival of the fittest is not
only for
panda bears,
tigers or
dinosaurs.

27. S
If there is more
that needs
change?

28. Updating your
Organizational Operating System
Living System
Familiy
Machine
Army
Pack of Wolves
1800
1900
2000
2100

29. Individual
Outside
Inside
Collective
Employee
Behaviour
Structure,
Strategy,
Processes
Employee
Drivers
Culture
Values

30. Culture eats Strategy
for breakfast

31. Leadership by Design

32. What kind of behaviour do we have to
stimulate more within our people,
and how?
Where do we block them from doing
so, and how?
How can we ignite the positive drivers of
our people?
How can we link their inner drivers with
our strategy?
Where do we create mismatches?
What kind of structures, procedures and
practices support the development of the
behaviour we need more?
And what could be blocking this
development?
What are our core values (DNA) and how
do we keep them alive?
Where does they support our new strategy
and where could friction appear?
Where could we seem to be leaving our
roots?

33. Philippe Bailleur
Ervaren Gids voor OrganisatieVernieuwing
pbailleur@livingsystemscoaching.be
Volg mijn blog: www.livingsystemscoaching.be