The document discusses the evolution of requisite organization (RO) to requisite agility (RA) in response to increasing complexity. It describes how RA builds upon RO's initial goal of addressing bureaucracy within hierarchical organizations. A key challenge is balancing robustness against responsiveness to allow organizations to adapt rapidly to unexpected changes like black swan events. The document advocates developing responsive organizations with emergent behaviors through approaches like swarm organization structures.

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Low Carbs
REQUISITE
AGILITY
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REQUISITE AGILITY (RA) IS
AN EVOLUTION OF REQUISITE
ORGANIZATION (RO) ADAPTED
TO THE COMPLEXITY OF A
GLOBAL CONNECTED WORLD.
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R O

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T H E C O M M O N D E N O M I N AT O R O F
B O T H R A A N D R O I S T H E I N I T I A L
P R O B L E M T H AT R O T R I E D T O S O LV E
L I K E “ L A C K O F
E F F E C T I V E N E S S O F
B U R E A U C R A C Y W I T H I N A
S T R AT I F I E D H I E R A R C H I C A L
O R G A N I Z AT I O N “ ( W I K I P E D I A )
I N C L U D I N G S P E C I A L I Z AT I O N O F
F U N C T I O N .
E L L I O T J A C Q U E S

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scientific
management
system
thinking
sense
making
utilityoftheparadigm
time
mass production,
automation &
commoditisation
mass
customisation,
scalable & reliable
technology &
communication
mass collaboration,
widespread social
computing,
globalization
Control of
Function
Control of
information
Ability to « situate »
a network
• command & control
• Taylorism
• fordism
• Toyota Production System
• Lean Manufacturing
• Agile
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S C I E N T I F I C
M A N A G E M E N T
S Y S T E M
T H I N K I N G
S E N S E M A K I N G
1900
1950
2000
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MATURITY
RESEARCH & DEVELOPMENT
S C I E N T I F I C M A N A G E M E N T P R O D U C T L I F E C Y C L E
TIME
INVESTMENT HERE IS WHERE BIG
MONEY IS MADE

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MATURITY
RESEARCH & DEVELOPMENT
DECL INE
WITHD RAWAL
S Y S T E M I C P R O D U C T L I F E C Y C L E
TIME
INVESTMENT HERE IS WHERE BIG
MONEY IS MADE
RE DUC E VA RIAB ILI TY I N THE SY STEM

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SUPPORT
S E N S E M A K I N G P R O D U C T L I F E C Y C L E
TIME
INVESTMENT
challenging is that the product is
permanently evolving and both your
business model and organisation should
support this new model
RESEARCH&DEVELOPMENT
SUPPORT
SUPPORT

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NEW EMERGING
MODELS
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P L AT F O R M
Plexus swarms
S T E R N S T E WA R D M O D E L

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ROBUSTNESS VS
RESPONSIVENESS
T H E C H A L L E N G E
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T H E T I TA N I C
pinnacle of comfort and luxury
high-powered radiotelegraph
transmitter
advanced safety features
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THE BLACK SWAN
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3 kms
😱

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THE BLACK SWAN
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O O P S ,
T O O
L AT E

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R E S P O N S I V E N E S S
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THE BLACK SWAN
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W H AT ’ S T H E
P R O B L E M ?

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RESPONSIVE ORGANISATIONS
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C R O W D
Build a responsive organization to allow emergent behavior.

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“BIG” RESPONSIVE
ORGANISATIONS
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swarm
organisation
a consolidated
portfolio
B O R D E R I S
T H E
S T R U C T U R E
1 T E A M = 1 P O R T F O L I O
The concept remains the same as for smaller organizations to avoid over processing waste.

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CONSEQUENCE
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R AR O

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SET UP « VISION TRANSLATION » AS
LEADERSHIP GUIDELINES
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Vision customers
Roadmap
Prototype Systems
Feedbacks
SOURCE J-M. DEJONGHE

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ABILITY TO REALISE SOLUTIONS ADAPTED
TO MARKET NEEDS AND CUSTOMERS
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smallaveragebig
SPEEDAND/ORCOMPLEXITY
1990 20202000 2010
market changes, user needs
adaptability and implementation of traditional businesses
with an
incremental and
adaptive iterative
method
SOURCE J-M. DEJONGHE

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FROM THE VP PRODUCT / UX PERSPECTIVE
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CULTURE
INNOVATION
REALISATION
OPÉRATIONS&EXPLOITATION
PRODUCTS&SERVICES
USEREXPERIENCE
ENGAGEMENT
EXPECTATIONS,NEEDS
CONTEXTS
RITUALS
relevance
OUR ORGANISATION OUR USERS / CUSTOMERS
SOURCE J-M. DEJONGHE

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CHALLENGE OF
21ST CENTURY
C-SUITE
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DYNAM IC NE T WO RK ING
SOLIDARY INT E GR ATI ON
I TE RATI V E LY TE ST E D
AG I LI TY
COO PE RATI V E
TE AM WO RK
E FF I CIE NT
ACHI E VE M ENT OF
G OAL S
STRONG PERSONALI T Y
SOURCE: P. KRUSE. PANEL OF 400 LE ADERS
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP
MORE
LE S S

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WALK-THE-TALK
STRONG
PE RSONALITY
STRONG AMBIVALENCE OF THE CONCEPT
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP
MORE
LE S S
ORIENTATION RELIABILITY
ARROGANCE EVERYTHINGUNDERCONTROLTOP-DOWN
EGOCENTRIC

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SAILINGBYSIGHT
ITERATIVELY
TESTE D AGILITY
100% APPROVAL OF MANAGERS TO THE NEE D T O ENGAGE IN OPEN-ENDED PROCES
SIX CLEARLY DISTINGUISHABLE CONCE PTS FOR GOOD LEADERSHIP

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THE ORGANIZATION WILL EVOLVE
CONSTANTLY RESPONDING TO CHANGE
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H AV E A N O R G A N I S AT I O N F U L L O F D E S I G N E R S

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Questions
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THANKS
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P I E R R E N E I S
P S M , C S P O , C S P, C S P P O , C B A C , C E S T, C A C
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