The document discusses key concepts for designing and transforming organizations, including: - Leaders must attend to personal transformation as much as organizational change to successfully lead transformation. - Enabling leadership at all levels and encouraging positive risk-taking, ownership, and accountability can drive proactivity. - The modern workplace requires leadership over authority and freedom over control, with the right decisions made at all levels.

1. Designing organisations for the
future - how to get from here to
there …

4. Which pill? only you can decide…
Morpheus:
This is your last chance Neo. After this, there
is no turning back. You take the blue pill - the
story ends, you wake up in your bed and
believe whatever you want to believe. You
take the red pill - you stay in Wonderland
and I show you how deep the rabbit-hole
goes!
The Matrix

5. Living in a V.U.C.A. world
An acronym used to describe or reflect on the volatility, uncertainty,
complexity and ambiguity of general conditions and situations. The
notion of VUCA was introduced by the U.S. Army War College. It has
been subsequently used in emerging ideas in strategic leadership that
apply in a wide range of organizations.

6. 70 …. 20 …. 10?
What does it mean for the future of
learning?

7. The Law of
the Few

8. Define

9. Human
centred

10. Generative
Questions

11. What if?

12. Important To
Important For

13. What’s working?
What’s not working?
What do we need to know
more about?

14. Why?

15. Purpose, Values and Standards
What is our ‘Core Purpose’? ……….. What do we stand for?
Organisations that loose touch with their purpose, values, vision, have
no inspiration to fuel their process of change.
Beyond Change Management

16. Aligning to
Designing for
Development of
Leading from
Learning by
Measurement of
Customer
Value?
Connecting to

17. A strong well communicated and ‘owned’
Purpose can become the lantern that leaders
use to guide the organisation from its past,
through uncertainty, into its future…

18. Disengagement

19. Complicatedness

20. Ideate

21. Organisational design?
Organisation design is not simply about mapping out an organisational structure,
but also about how the organisation is aligned with all other aspects, functions,
processes and strategies within the business. When looking at organisation
design, the context within which the business exists must be taken into
Consideration. CIPD

22. “Bureaucracies are built buy and for
people who busy themselves proving
that they are necessary especially
when they suspect they aren’t”
Ricardo Semler

23. Organisational structure, which is best?
Hybrid??

24. Organisational development?
Organisational development is a planned, systematic approach to improving
organisational effectiveness – one that aligns strategy, people and processes

25. Culture as
Strategy

26. Context, dear
boy, Context!

27. Dialogic

28. Conversations
that matter

29. The more complicated the organisation, the more difficult it
is to understand what is really happening. So summaries,
proxies, reports, key performance indicators, metrics are
needed. People spend their time in meetings, writing
reports. Based on BCG analysis, teams in these organisations
spend between 40% and 80% of their time wasting their
time, working harder and harder, longer and longer, on less
and less value-adding activities. This is what is killing
productivity and making people suffer at work.
Yves Morieux

30. Intention
Its all about you, you
know!

31. Whole
Person

32. CLARITY
CONTROL
COMPETENCE

33. If you want to teach people a new way of
thinking, don’t bother trying to teach
them. Instead give them a tool the use of
which will lead to new ways of thinking
Buckminster Fuller

34. “Well if I were you I wouldn’t start
from here!”
Awareness

35. Stop! ….. Look! ….. Listen! …. Learn!
Get above the chatter, busyness and noise!
Get out of your own head!

36. WORK OUT LOUD!
Build a network!
Share!
Sharing is the new black!

37. Learn some more!
Develop an Open mind-set, not a Closed one!
Go deep!

38. Understand more, judge less

39. Culture
Eats strategy for breakfast!

40. Never ever, ever, ever
underestimate the power of
stupidity! – Stupidity Paradox

41. LEADERSHIP

42. When executives have climbed to the top of their success ladder through
knowing what to do when and always being in control, facing the uncertainty
of organisational transformation can be one of the toughest personal
challenges of their professional lives. Often the toughest issue they face is the
fact that perhaps their own beliefs, mind-sets, or styles are the barriers to
their organisation’s success.
Transformation may require leaders to change personally, that they must
change their mind-sets, behaviours, and styles to lead transformation
successfully.
I’m afraid its personal!

43. Empathy

44. Diary of an Egotist
It will fail without me!
Please let it fail without me!
It MUST fail without me!
I will make it fail without me!
It failed without me!
I told you so!
Natural order is restored, therefore I am!
Now let the blaming games commence!

45. Leaders create safe spaces
for people to show up.
Frederic Laloux

46. Behaviour

47. Integrity
1. The quality of being
honest and having
strong moral principles
2. the state of being whole
and undivided Google

48. Cooperation
Social Capital
Team of Teams

49. Learning

50. Courage

51. Story
Never underestimate
the power of a
compelling narrative

52. Good stories connect with
emotions first not logic!
Build the
emotional
case

53. Communication;
Engagement;
Relationship Management ;
Connectors
Weak ties
Meaningful
Interactions

54. Your Legacy

55. With courage you will dare to take risks,
have the strength to be compassionate
and the wisdom to be humble, Courage is
the foundation of integrity……
Kashavan Nair

56. Trust
noun
firm belief in the reliability, truth, or ability of
someone or something
- Google

57. Scotty, we need more Trust?
I canna do it Cap’n all the Trust is gone! and
the Respect is getting dangerously low!

58. Trust, Responsibility, Respect
Gain
Maintain
Value

59. Trust in God, but Remember—
Tie up Your Camel!
Ancient Arabian proverb

60. So trust yes,
but don’t neglect common
sense!

62. INTELLIGENT
DISOBEDIENCE

63. “Rock the boat,
don't rock the boat baby
Rock the boat,
don't tip the boat over”…
Rocking the boat and managing to stay in it!

64. LISTEN TO UNDERSTAND,
TO YOUR MAVRICKS,
RADICALS, CREATIVES…

65. Seek out the staff who stretch
or bend the rules to give a
better service, learn from
what they do..

66. Technology
Enabled
Transformation

67. Service
Design

68. Systems
Thinking

69. Workers themselves
are best placed to
make decisions
about how to
perform their
work…
Peter Drucker
Knowledge
Worker

70. 90% system
10% people

71. Systems Thinking
• Systems Thinking is the Central Idea the relationship that links:
• Purpose
• Measure
• When you derive measures from purpose you liberate method
• Method
• By deriving measures from purpose (defined from the customers'
viewpoint), you liberate method:
• Innovation and Improvement in the execution of work follow
John Seddon

72. Prototype

73. OK … so what
do we do now?

74. Go to the edge of your organisation,
Listen to your staff
Listen to your customers / service user
Determine value from your customers / users
perspective

75. Get knowledge!
understand how the work, works!
John Seddon

76. “Things which matter most must never be at
the mercy of things which matter least”
Johann Wolfgang von Goethe

77. Urgency V Importance

78. The busyness epidemic

79. Focus on the
Critical Few,
measure what
matters…

80. PI’s
RI’s
KPI’s
KRI’s
CSF’s
Benefits Realisation
Inputs
Outputs
Outcomes
Impact
Lead
Lag
Milestones
Risk
Issues

81. Knowing the price of everything but the
VALUE of nothing!

86. Change leaders cannot stamp out or negate the predictable reactions
to the unknown, nor can they manage around them. For this reason
Organisational Transformation Strategies must include personal
transformational strategies. Leaders must attend to people as much as
they attend to content.
Beyond Change Management

88. Enable leadership at all levels in the
organisation, encourage positive risk
taking, ownership of issues and
accountability
Proactivity at the point of delivery!

89. THE PROCESS OF CHANGE IN THE MODERN WORKPLACE
REQUIRES LEADERSHIP RATHER THAN AUTHORITY, AND
FREEDOM RATHER THAN CONTROL. LEADERSHIP IS NOT
ABOUT MAKING THE RIGHT DECISIONS ANYMORE, BUT
ABOUT MAKING SURE THE RIGHT DECISIONS ARE MADE.
THE ONLY WAY TO LEAD IN TODAY’S FLATTENED
ORGANISATION STRUCTURE IS TO CREATE A SENSE OF
OWNERSHIP AT EVERY LEVEL OF THE ORGANISATION
THE POWER TO CHANGE – GRID INTERNATIONAL

91. Test

92. The Challenge
“Wanderer, your footsteps are
the road, and nothing more;
wanderer, there is no road, the
road is made by walking. By
walking one makes the road, and
upon glancing behind one sees
the path”
Antonio Machado, Spanish poet