The document discusses how hierarchical organizational structures are no longer sufficient in today's environment. Knowledge is now trapped in silos, collaboration is poor, and employees are treated like children under rigid performance systems. Networked structures that encourage employees to work beyond their usual boundaries and collaborate extensively internally and externally are better suited to the agile organizations needed today. Creating the right culture that promotes trust, peer learning, knowledge sharing, and failure tolerance is essential for networks to work effectively.

1. Organizational
Agility

2. What promotes the agility
of your organization?

3. Does this structure promote the agility of your organization?

4. Hierarchical structures guarantee stability + predictability
Knowledge trapped in silo’s
Poor collaboration
Rigid performance management systems
One size fits all
Employees are treated like children
that have to be punished and rewarded
 Paternalistic leadership






5. Does the matrix structure promote agility?
Does it solve all issues?

6. What will the organization of
the future look like?

7. The presence of networked structures is an important part of
the agile, future proof organization.

8. Agile organizations
 Agile organizations encourage their employees to be part of networks.
 These networks go beyond the boundaries of
— their business unit
— their own organization
 Agile organizations collaborate intensely with clients and temporary workers
 crowd sourcing / open innovation
 diversified workforce

9. Is this about anarchy and chao
The agile organization might have to
allow a certain amount of chaos.

10. Working in networked structures is one of the key elements
for organizations to be agile.
It will be important for all types of organizations.
NOT just the technology companies.
You need the right culture to be
able to work in networked
structures.

11. Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?

12. Question 1
What triggered the insufficiency of hierarchy?
Why are hierarchical structures not sufficient anymore?
Let me highlight 3 elements.

13. Element 1

14. Start of
permeability of the organization
(> working in partnerships - outsourcing)

15. Element 2
“Interaction jobs” McKinsey - Knowledge Workers
Adult work-relationship

16. Element 3
Technology changed our world fundamentally.
We live in a hyper-connected world.
Information is fluid.

17. Element 3
“Hyperlinks subvert hierarchy.”
Cluetrain Manifesto - 1999.

18. Element 3
Work and office are disconnected.

19. Question 2
How do organizations react to these fundamental
changes?

20. Question 2
How do organizations react to these fundamental
changes?
3 examples

21. 3 examples of reactions
•
Working hours and the place one works become more flexible
Virgin versus Yahoo
•
Evaluation systems are questioned
Microsoft versus Yahoo
•
Intense use of social technologies
Kluwer
- push (marketing) + pull (content marketing & dialogue with customers)
- knowledge sharing (internally and externally)

23. “Working life isn't 9-5 any more.”
“Companies that do not embrace this
are missing a trick.”
Richard Branson - February 2013

24. ” To successfully work with other people,
you have to trust each other.”
Richard Branson - February 2013

25. Evaluation systems should stimulate collaboration

27. Its

29. McKinsey
By the use of social
technologies, companies have
an opportunity to raise the
productivity of knowledge
workers by 20 - 25%.

30. “Strategic and networked
relationships fuel modern
organizations.”
“Individuals who maintain
strong, collaborative networks
tend to be productive high performers.”

31. 31

32. Question 3
In which circumstances do networks work?

33. It’s not just about technology. It’s about a mindset.
 Trust
 Peer-learning
 Failure tolerant & provoking leadership

34. It’s not just about technology. It’s about a mindset.
 Intense knowledTrust
 Peer-learning
 Failure tolerant & provoking leadership
 ge sharing
 Transparant communication
 Permeability of the organization
 Diversified workforce

35. Interesting to read
About the importance of a diversified workforce

Human Capital Trends 2013 - Leading Indicators
http://www.deloitte.com/view/en_US/us/Services/consulting/humancapital/268bfb80ddbcd310VgnVCM2000003356f70aRCRD.htm

36. About the future of work
 The Social Organization - Harvard Business review Press - Gartner
 Net Work - A Practical Guide to Creating and Sustaining Networks at
Work and in the World - Patti Anklam
 Organizations don’t tweet - People do - Euan Semple.

37. About agility
 http://www.darden.virginia.edu/web/uploadedFiles/Darden/Batten_Ins
titute/Publications/WorkAgilityFinal.pdf
 Get Lucky - How to Put Planned Serendipity to Work for You and Your
Business - Thor Muller & Lane Becker
 Seeing What Others Don’t - The Remarkable Ways We Gain Insights Gary Klein.

38. Do you want to know more?
isabel.declercq@kluwer.be
00 32 477 87 24 68
@KluwerLearning on Twitter