SlideShare a Scribd company logo

Leading Organizational Design and Transformation

This document provides an outline for a presentation on leading organizational design and transformation. It begins with introductions and outlines the topics that will be covered, including defining organization design, principles of organization design, models of organization design, designing governance, and leading organizational change. It discusses concepts like the importance of organizational culture, different sources of power in organizational design, and the differences between management and leadership. The overall document provides an overview of many important concepts in organizational design and transformation.

1 of 38
Download to read offline
LEADING ORGANIZATIONAL
Design & Transformation
WILLIAM EVANS
Copyright © 2016-2018 William Evans
WELCOME
Will Evans
will@semanticfoundry.com
@SemanticWill
http://semanticfoundry.com
http://linkedin/in/semanticwill
CONTACT
Copyright © 2016-2017 William Evans
“Part of the reason why design is a
neglected dimension of leadership:
little credit goes to the designer. The
functions of design are rarely visible;
they take place behind the scenes.
The consequences that appear today
are the result of design work done
long in the past, and work today will
show benefits far in the future. Those
who aspire to lead out of a desire to
control, or gain fame, or simply to be
“at the centre of action” will find
little to attract them in the quiet
design work of leadership.”
– Peter Senge
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
OUTLINE
What we’ll cover today…
1. Assumptions
2. Defining Organization Design
3. Four Questions
4. The Problems Organizations Face
5. Process of Organization Design
6. Organizational Culture
7. Principles of Organization Design
8. Organization Design Models
9. Six Design Vectors
10. Designing Governance
11. Leading Organizational Change
12. Final Thoughts on Good Design
ASSUMPTIONS
We all exist and work within complex social systems.
We are all responsible for the design, development,
and maintenance of purposeful systems.
To build a great team, you must have an organization
design that enables teams to design great customer
experiences.
Before you can design an amazing customer
experience, you must design a team to create the
customer experience.
The most accute constraint organizations current face
is that their organizational design is incongruent with
their strategy; places to many policies, procedures,
reporting lines, and queues between the teams
delivering great experiences for their customers.
“Rational discussion is useful only
when there is a significant base of
shared assumptions.”
– Noam Chomsky
“Design is a plan for arranging
elements in such a way as best to
accomplish a particular purpose.”
– Charles Eames
SEMANTIC FOUNDRY ATELIERMADE WITH LOVE

Recommended

Organization Design Rick Walters
Organization Design   Rick WaltersOrganization Design   Rick Walters
Organization Design Rick WaltersRick Walters
 
Organizational Change Management
Organizational Change ManagementOrganizational Change Management
Organizational Change Managementtsiko
 
Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Operating Model and Organization Design Toolkit
Operating Model and Organization Design Toolkit Aurelien Domont, MBA
 
Presentation Mastering Strategy Execution
Presentation Mastering Strategy ExecutionPresentation Mastering Strategy Execution
Presentation Mastering Strategy ExecutionDr. Arnoud van der Maas
 
Making Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessMaking Performance Management Work - 10 Keys to Success
Making Performance Management Work - 10 Keys to SuccessJosh Bersin
 
The basics of planning and strategic management
The basics of planning and strategic managementThe basics of planning and strategic management
The basics of planning and strategic managementHau Vu
 

More Related Content

What's hot

Accelerating Leadership Development
Accelerating Leadership DevelopmentAccelerating Leadership Development
Accelerating Leadership DevelopmentJP Elliott, PhD
 
Training Manual on Organizational Design
Training Manual on Organizational DesignTraining Manual on Organizational Design
Training Manual on Organizational Design Kanav N. Sahgal
 
7 Strategic Decisions for Building an Effective Leadership Development Program
7 Strategic Decisions for Building an Effective Leadership Development Program7 Strategic Decisions for Building an Effective Leadership Development Program
7 Strategic Decisions for Building an Effective Leadership Development ProgramAnisa Aven, BCC, NLPC: 281-469-4244
 
Really Simple Balanced Scorecard
Really Simple Balanced ScorecardReally Simple Balanced Scorecard
Really Simple Balanced ScorecardSamuli Pahkala
 
Strategic Human Resources Management and HR Business Partnering
Strategic Human Resources Management and HR Business Partnering Strategic Human Resources Management and HR Business Partnering
Strategic Human Resources Management and HR Business Partnering Charles Cotter, PhD
 
Adoption & Change Management Overview
Adoption & Change Management OverviewAdoption & Change Management Overview
Adoption & Change Management OverviewPerficient, Inc.
 
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingMasterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingRichard Harbridge
 
The IBM Leadership Development Framework
The IBM Leadership Development FrameworkThe IBM Leadership Development Framework
The IBM Leadership Development Frameworkchci
 
Balanced Scorecard Introduction
Balanced Scorecard IntroductionBalanced Scorecard Introduction
Balanced Scorecard Introductionmillerjtx
 
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Aurelien Domont, MBA
 
Workshop: Building the Future Learning Organization
Workshop: Building the Future Learning OrganizationWorkshop: Building the Future Learning Organization
Workshop: Building the Future Learning OrganizationJohan Skoglöf
 
Strategic Change Management in Human Resources Management (HRM) - Principles ...
Strategic Change Management in Human Resources Management (HRM) - Principles ...Strategic Change Management in Human Resources Management (HRM) - Principles ...
Strategic Change Management in Human Resources Management (HRM) - Principles ...Charles Cotter, PhD
 
Change Management
Change Management Change Management
Change Management Swagat Rath
 
Change management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management models - ADKAR, Satir, 8 step, Switch and Lewin modelsChange management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management models - ADKAR, Satir, 8 step, Switch and Lewin modelsSrinath Ramakrishnan
 

What's hot (20)

Change Management
Change ManagementChange Management
Change Management
 
Accelerating Leadership Development
Accelerating Leadership DevelopmentAccelerating Leadership Development
Accelerating Leadership Development
 
Training Manual on Organizational Design
Training Manual on Organizational DesignTraining Manual on Organizational Design
Training Manual on Organizational Design
 
7 Strategic Decisions for Building an Effective Leadership Development Program
7 Strategic Decisions for Building an Effective Leadership Development Program7 Strategic Decisions for Building an Effective Leadership Development Program
7 Strategic Decisions for Building an Effective Leadership Development Program
 
Change Management
Change ManagementChange Management
Change Management
 
Really Simple Balanced Scorecard
Really Simple Balanced ScorecardReally Simple Balanced Scorecard
Really Simple Balanced Scorecard
 
Strategic Human Resources Management and HR Business Partnering
Strategic Human Resources Management and HR Business Partnering Strategic Human Resources Management and HR Business Partnering
Strategic Human Resources Management and HR Business Partnering
 
Adoption & Change Management Overview
Adoption & Change Management OverviewAdoption & Change Management Overview
Adoption & Change Management Overview
 
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-beingMasterclass On Improving & Measuring Onboarding, Retention & Well-being
Masterclass On Improving & Measuring Onboarding, Retention & Well-being
 
Succession planning
Succession planningSuccession planning
Succession planning
 
Organizational Change Management - Middle East
Organizational Change Management - Middle EastOrganizational Change Management - Middle East
Organizational Change Management - Middle East
 
The IBM Leadership Development Framework
The IBM Leadership Development FrameworkThe IBM Leadership Development Framework
The IBM Leadership Development Framework
 
Change management
Change managementChange management
Change management
 
Balanced Scorecard Introduction
Balanced Scorecard IntroductionBalanced Scorecard Introduction
Balanced Scorecard Introduction
 
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...
Leadership and Managerial Skills Toolkit - Framework, Best Practices and Temp...
 
Workshop: Building the Future Learning Organization
Workshop: Building the Future Learning OrganizationWorkshop: Building the Future Learning Organization
Workshop: Building the Future Learning Organization
 
Strategic Change Management in Human Resources Management (HRM) - Principles ...
Strategic Change Management in Human Resources Management (HRM) - Principles ...Strategic Change Management in Human Resources Management (HRM) - Principles ...
Strategic Change Management in Human Resources Management (HRM) - Principles ...
 
Change Management
Change Management Change Management
Change Management
 
Change management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management models - ADKAR, Satir, 8 step, Switch and Lewin modelsChange management models - ADKAR, Satir, 8 step, Switch and Lewin models
Change management models - ADKAR, Satir, 8 step, Switch and Lewin models
 
Balanced scorecard
Balanced scorecardBalanced scorecard
Balanced scorecard
 

Similar to Leading Organizational Design and Transformation

Idean-Design-Leadership-Framework
Idean-Design-Leadership-FrameworkIdean-Design-Leadership-Framework
Idean-Design-Leadership-FrameworkLiya James
 
Design Thinking & Re-imagining the role of HR
Design Thinking & Re-imagining the role of HRDesign Thinking & Re-imagining the role of HR
Design Thinking & Re-imagining the role of HRVikram Bhonsle
 
Accelerating the Matrix: What's a Leader to Do?
Accelerating the Matrix: What's a Leader to Do?Accelerating the Matrix: What's a Leader to Do?
Accelerating the Matrix: What's a Leader to Do?Insight Experience
 
Empowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingEmpowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingWilliam Evans
 
Final Powerpoint[1]
Final Powerpoint[1]Final Powerpoint[1]
Final Powerpoint[1]Paul Bujak
 
Five Slides on Creativity and Innovation
Five Slides on Creativity and InnovationFive Slides on Creativity and Innovation
Five Slides on Creativity and InnovationOlivier Serrat
 
Victor gerasimov 5 management models to develop your accounts
Victor gerasimov 5 management models to develop your accountsVictor gerasimov 5 management models to develop your accounts
Victor gerasimov 5 management models to develop your accountsLviv Startup Club
 
Success and failure of od
Success and failure of odSuccess and failure of od
Success and failure of odDjKaesh
 
Customer Service with TQM Principles
Customer Service with TQM PrinciplesCustomer Service with TQM Principles
Customer Service with TQM PrinciplesScholar Consultants
 
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
Why_Enterprise_Architecture_Efforts_Often_Fall_ShortWhy_Enterprise_Architecture_Efforts_Often_Fall_Short
Why_Enterprise_Architecture_Efforts_Often_Fall_ShortDavid Rudawitz
 
Appreciative Inquiry Strengths Based Development
Appreciative Inquiry   Strengths Based DevelopmentAppreciative Inquiry   Strengths Based Development
Appreciative Inquiry Strengths Based Developmentkarendw1965
 
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...manumelwin
 
Chapter 9. Organizational Design (1).pptx
Chapter 9. Organizational Design (1).pptxChapter 9. Organizational Design (1).pptx
Chapter 9. Organizational Design (1).pptxRenalynForteza
 
Business Analytics and Organizational Change Management
Business Analytics and Organizational Change ManagementBusiness Analytics and Organizational Change Management
Business Analytics and Organizational Change ManagementWittenberg University
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignWilliam Evans
 

Similar to Leading Organizational Design and Transformation (20)

Idean-Design-Leadership-Framework
Idean-Design-Leadership-FrameworkIdean-Design-Leadership-Framework
Idean-Design-Leadership-Framework
 
Design Thinking & Re-imagining the role of HR
Design Thinking & Re-imagining the role of HRDesign Thinking & Re-imagining the role of HR
Design Thinking & Re-imagining the role of HR
 
Designing Organizations For High Performance
Designing Organizations For High PerformanceDesigning Organizations For High Performance
Designing Organizations For High Performance
 
Accelerating the Matrix: What's a Leader to Do?
Accelerating the Matrix: What's a Leader to Do?Accelerating the Matrix: What's a Leader to Do?
Accelerating the Matrix: What's a Leader to Do?
 
Empowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design ThinkingEmpowering Agile Self-Organized Teams With Design Thinking
Empowering Agile Self-Organized Teams With Design Thinking
 
Final Powerpoint[1]
Final Powerpoint[1]Final Powerpoint[1]
Final Powerpoint[1]
 
Five Slides on Creativity and Innovation
Five Slides on Creativity and InnovationFive Slides on Creativity and Innovation
Five Slides on Creativity and Innovation
 
Victor gerasimov 5 management models to develop your accounts
Victor gerasimov 5 management models to develop your accountsVictor gerasimov 5 management models to develop your accounts
Victor gerasimov 5 management models to develop your accounts
 
Km & Cm 2
Km & Cm 2Km & Cm 2
Km & Cm 2
 
Success and failure of od
Success and failure of odSuccess and failure of od
Success and failure of od
 
OTDD
OTDDOTDD
OTDD
 
Customer Service with TQM Principles
Customer Service with TQM PrinciplesCustomer Service with TQM Principles
Customer Service with TQM Principles
 
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
Why_Enterprise_Architecture_Efforts_Often_Fall_ShortWhy_Enterprise_Architecture_Efforts_Often_Fall_Short
Why_Enterprise_Architecture_Efforts_Often_Fall_Short
 
Appreciative Inquiry Strengths Based Development
Appreciative Inquiry   Strengths Based DevelopmentAppreciative Inquiry   Strengths Based Development
Appreciative Inquiry Strengths Based Development
 
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...Organizational Change and Development - Module 2 - MG University - Manu Melwi...
Organizational Change and Development - Module 2 - MG University - Manu Melwi...
 
Chapter 9. Organizational Design (1).pptx
Chapter 9. Organizational Design (1).pptxChapter 9. Organizational Design (1).pptx
Chapter 9. Organizational Design (1).pptx
 
Key ingredients for organizational excellence
Key ingredients for organizational excellence Key ingredients for organizational excellence
Key ingredients for organizational excellence
 
Business Analytics and Organizational Change Management
Business Analytics and Organizational Change ManagementBusiness Analytics and Organizational Change Management
Business Analytics and Organizational Change Management
 
Dispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy DesignDispositioning Advantage: A Pervert's Guide to Strategy Design
Dispositioning Advantage: A Pervert's Guide to Strategy Design
 
The CYCLES toolkit
The CYCLES toolkitThe CYCLES toolkit
The CYCLES toolkit
 

More from William Evans

Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration William Evans
 
On Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessOn Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessWilliam Evans
 
On Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionOn Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionWilliam Evans
 
New Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkNew Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkWilliam Evans
 
Facilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationFacilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationWilliam Evans
 
LeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsLeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsWilliam Evans
 
Good Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesGood Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesWilliam Evans
 
ReDesigned to Disrupt
ReDesigned to DisruptReDesigned to Disrupt
ReDesigned to DisruptWilliam Evans
 
Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design William Evans
 
LeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king LieLeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king LieWilliam Evans
 
Introduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesIntroduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesWilliam Evans
 
Design Ethnography for Lean Teams
Design Ethnography for Lean TeamsDesign Ethnography for Lean Teams
Design Ethnography for Lean TeamsWilliam Evans
 
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCModeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCWilliam Evans
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsWilliam Evans
 
Customer Research & Persona Development
Customer Research & Persona DevelopmentCustomer Research & Persona Development
Customer Research & Persona DevelopmentWilliam Evans
 
Concierge & Pitch MVP
Concierge & Pitch MVPConcierge & Pitch MVP
Concierge & Pitch MVPWilliam Evans
 
Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!William Evans
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsWilliam Evans
 

More from William Evans (20)

Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration Facilitating Complexity: Methods & Mindsets for Exploration
Facilitating Complexity: Methods & Mindsets for Exploration
 
On Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational AwarenessOn Context: Methods and Mindsets for Situational Awareness
On Context: Methods and Mindsets for Situational Awareness
 
On Branding: Turning Emotion into Connection
On Branding: Turning Emotion into ConnectionOn Branding: Turning Emotion into Connection
On Branding: Turning Emotion into Connection
 
New Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge WorkNew Models of Purpose-Driven Exploration in Knowledge Work
New Models of Purpose-Driven Exploration in Knowledge Work
 
Facilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to ExplorationFacilitating Complexity: A Pervert's Guide to Exploration
Facilitating Complexity: A Pervert's Guide to Exploration
 
LeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 WsLeanUX: Problem Framing Using the 4 Ws
LeanUX: Problem Framing Using the 4 Ws
 
Good Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design PrinciplesGood Design is Honest: Cognitive Science to UX Design Principles
Good Design is Honest: Cognitive Science to UX Design Principles
 
LeanUX14
LeanUX14LeanUX14
LeanUX14
 
ReDesigned to Disrupt
ReDesigned to DisruptReDesigned to Disrupt
ReDesigned to Disrupt
 
Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design Introduction to Lean Startup & Lean User Experience Design
Introduction to Lean Startup & Lean User Experience Design
 
LeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king LieLeanUX is a Useful F*&king Lie
LeanUX is a Useful F*&king Lie
 
Introduction to Kanban for Creative Agencies
Introduction to Kanban for Creative AgenciesIntroduction to Kanban for Creative Agencies
Introduction to Kanban for Creative Agencies
 
Design Ethnography for Lean Teams
Design Ethnography for Lean TeamsDesign Ethnography for Lean Teams
Design Ethnography for Lean Teams
 
Promiscuous pairing
Promiscuous pairingPromiscuous pairing
Promiscuous pairing
 
Modeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYCModeling Leadership for #LeanUXNYC
Modeling Leadership for #LeanUXNYC
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus Groups
 
Customer Research & Persona Development
Customer Research & Persona DevelopmentCustomer Research & Persona Development
Customer Research & Persona Development
 
Concierge & Pitch MVP
Concierge & Pitch MVPConcierge & Pitch MVP
Concierge & Pitch MVP
 
Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!Introduction to UX Research: Designing Surveys That Don't Suck!
Introduction to UX Research: Designing Surveys That Don't Suck!
 
Introduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus GroupsIntroduction to UX Research: Conducting Focus Groups
Introduction to UX Research: Conducting Focus Groups
 

Recently uploaded

"Scaling Product Leadership with AI" by Ravi Padaki
"Scaling Product Leadership with AI" by Ravi Padaki"Scaling Product Leadership with AI" by Ravi Padaki
"Scaling Product Leadership with AI" by Ravi PadakiISPMAIndia
 
Essential Questions for Product People.pdf
Essential Questions for Product People.pdfEssential Questions for Product People.pdf
Essential Questions for Product People.pdfFunto Akinbisehin
 
3 Things Successful People Do - John C. Maxwell.pdf
3 Things Successful People Do - John C. Maxwell.pdf3 Things Successful People Do - John C. Maxwell.pdf
3 Things Successful People Do - John C. Maxwell.pdfBlue Pearl
 
Redefining Cost Innovation For Growth and Sustainablity
Redefining Cost Innovation For Growth and SustainablityRedefining Cost Innovation For Growth and Sustainablity
Redefining Cost Innovation For Growth and SustainablityInnomantra
 
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...Northern University Bangladesh
 
Exploring the Dynamics of Leadership vs. Management.pdf
Exploring the Dynamics of Leadership vs. Management.pdfExploring the Dynamics of Leadership vs. Management.pdf
Exploring the Dynamics of Leadership vs. Management.pdfJasper Colin
 
A Comprehensive Guide To Relationship Mapping
A Comprehensive Guide To Relationship MappingA Comprehensive Guide To Relationship Mapping
A Comprehensive Guide To Relationship MappingCIToolkit
 
Building a Resilient Workforce - Career Conversations
Building a Resilient Workforce - Career ConversationsBuilding a Resilient Workforce - Career Conversations
Building a Resilient Workforce - Career Conversationsleonielam2
 
Unlocking optimal outcomes:Fostering Healthy Debate and Collaboration
Unlocking optimal outcomes:Fostering Healthy Debate and CollaborationUnlocking optimal outcomes:Fostering Healthy Debate and Collaboration
Unlocking optimal outcomes:Fostering Healthy Debate and CollaborationKim Antelo
 
persdonal brand exploration- Karina Maurovich
persdonal brand exploration- Karina Maurovichpersdonal brand exploration- Karina Maurovich
persdonal brand exploration- Karina Maurovichkarinamaurovich05
 

Recently uploaded (10)

"Scaling Product Leadership with AI" by Ravi Padaki
"Scaling Product Leadership with AI" by Ravi Padaki"Scaling Product Leadership with AI" by Ravi Padaki
"Scaling Product Leadership with AI" by Ravi Padaki
 
Essential Questions for Product People.pdf
Essential Questions for Product People.pdfEssential Questions for Product People.pdf
Essential Questions for Product People.pdf
 
3 Things Successful People Do - John C. Maxwell.pdf
3 Things Successful People Do - John C. Maxwell.pdf3 Things Successful People Do - John C. Maxwell.pdf
3 Things Successful People Do - John C. Maxwell.pdf
 
Redefining Cost Innovation For Growth and Sustainablity
Redefining Cost Innovation For Growth and SustainablityRedefining Cost Innovation For Growth and Sustainablity
Redefining Cost Innovation For Growth and Sustainablity
 
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...
STRATEGIC MANAGEMENT ISSUES FOR ENTREPRENEURIAL SOFTWARE DEVELOPING COMPANIES...
 
Exploring the Dynamics of Leadership vs. Management.pdf
Exploring the Dynamics of Leadership vs. Management.pdfExploring the Dynamics of Leadership vs. Management.pdf
Exploring the Dynamics of Leadership vs. Management.pdf
 
A Comprehensive Guide To Relationship Mapping
A Comprehensive Guide To Relationship MappingA Comprehensive Guide To Relationship Mapping
A Comprehensive Guide To Relationship Mapping
 
Building a Resilient Workforce - Career Conversations
Building a Resilient Workforce - Career ConversationsBuilding a Resilient Workforce - Career Conversations
Building a Resilient Workforce - Career Conversations
 
Unlocking optimal outcomes:Fostering Healthy Debate and Collaboration
Unlocking optimal outcomes:Fostering Healthy Debate and CollaborationUnlocking optimal outcomes:Fostering Healthy Debate and Collaboration
Unlocking optimal outcomes:Fostering Healthy Debate and Collaboration
 
persdonal brand exploration- Karina Maurovich
persdonal brand exploration- Karina Maurovichpersdonal brand exploration- Karina Maurovich
persdonal brand exploration- Karina Maurovich
 

Leading Organizational Design and Transformation

  • 1. LEADING ORGANIZATIONAL Design & Transformation WILLIAM EVANS Copyright © 2016-2018 William Evans
  • 3. “Part of the reason why design is a neglected dimension of leadership: little credit goes to the designer. The functions of design are rarely visible; they take place behind the scenes. The consequences that appear today are the result of design work done long in the past, and work today will show benefits far in the future. Those who aspire to lead out of a desire to control, or gain fame, or simply to be “at the centre of action” will find little to attract them in the quiet design work of leadership.” – Peter Senge SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 4. OUTLINE What we’ll cover today… 1. Assumptions 2. Defining Organization Design 3. Four Questions 4. The Problems Organizations Face 5. Process of Organization Design 6. Organizational Culture 7. Principles of Organization Design 8. Organization Design Models 9. Six Design Vectors 10. Designing Governance 11. Leading Organizational Change 12. Final Thoughts on Good Design
  • 5. ASSUMPTIONS We all exist and work within complex social systems. We are all responsible for the design, development, and maintenance of purposeful systems. To build a great team, you must have an organization design that enables teams to design great customer experiences. Before you can design an amazing customer experience, you must design a team to create the customer experience. The most accute constraint organizations current face is that their organizational design is incongruent with their strategy; places to many policies, procedures, reporting lines, and queues between the teams delivering great experiences for their customers. “Rational discussion is useful only when there is a significant base of shared assumptions.” – Noam Chomsky
  • 6. “Design is a plan for arranging elements in such a way as best to accomplish a particular purpose.” – Charles Eames SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 7. WHAT IS Organization Design? “Organization design is conceived to be a decision process to bring about a coherence between the goals or purposes for which the organization exists, the patterns of division of labor and inter-unit coordination and the people who will do the work.” ― Jay Galbraith, Organizational Design There is no one best way to organize.
  • 8. WHAT IS Organization Design? “Organization design is the deliberate process of configuring structures, processes, reward systems, and people practices to create an effective organization capable of achieving the business strategy. The organization is not an end in itself; it is simply a vehicle for accomplishing the strategic tasks of the business. ” ― Amy Kates & Jay Galbraith, Designing Your Organization
  • 9. “Design is a plan for arrangin elements in such a way as best accomplish a particular purpo – Charles Eames “Org charts are to organization design what wireframes are to user experience design.” – Will Evans
  • 10. ORG DESIGN Is Systems Thinking Organization design requires a systems thinking approach, taking into consideration all the interactions between various subsystems and agents. Fundementals of Systems Thinking: • A system is a coherent network of agents • Systems have clearly defined boundaries • Systems behavior is highly emergent • Feedback loops govern the system’s behavior • Systems are sensative to small perturbations • The structure of the system influences the behavior of the system • You must change the system’s WHY before changing the system’s WHAT & HOW. “To manage a system effectively, you must focus on the interactions of the parts, rather than optimizing for the behavior of the parts.” – Russell Ackoff
  • 11. WHY CHANGE? THE 4 QUESTIONS 01 WHY CHANGE? What are the fundemental reasons for change? What are the biggest challenges being faced? 02 WHAT TO CHANGE? What obstacles or problems must be solved, removed, or mitigated against so that the organization can realize its purpose? 03 WHAT TO CHANGE TO? What new structures, systems, capabilities must be created, aligned to the strategy, to achieve the organizations purpose? 04 HOW TO CAUSE THE CHANGE? Where to start? What is the first step on the jouney? WHAT TO CHANGE? WHAT TO CHANGE TO? HOW TO CAUSE THE CHANGE?
  • 12. 7 MODERN PROBLEMS “Having no problems, is the biggest problem of all.” –Taichi Ohno 1. Customer Centricity 2. Asymmetric Competition 3. Global vs. Regional 4. Matrix Structure 5. Centralization/Decentralization 6. Innovation 7. Agility
  • 13. 7 MODERN PROBLEMS “Never start with the solution. Start with the problem. The surest way to fuck-up organizational design and transformation is to walk in with a playbook.” –Will Evans 1. Customer Centricity 2. Asymmetric Competition 3. Global vs. Regional 4. Matrix Structure 5. Centralization/Decentralization 6. Innovation 7. Agility
  • 14. UNPACKING Organizational Agility There are generally three types of agility spoken about in the context of challenges enterprises face. Those three types of (A)gility are: 1. Portfolio Agility is the capability to shift resources away from steady-state or declining operating companies, business units, or functions into products, markets, or business units that are likely to grow. 2. Operational Agility is the capability to quickly identify revenue- enhancing or waste-removing opportunities to deliver faster flow of value to customers and the business. 3. Agile Software is a mindset and set of principles focused on the continuous delivery of quality software to end-users or customers. These principles include collaborative teams, time- boxed sprints, small batch sizes, quality baked-in, and continuously learning through feedback loops. SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 15. BOTTOM-UP or TOP-DOWN? Organization design is both top-down and bottom-up! The top-down task starts with identifying the strategic requirements of the business and selecting a basic organizational structure to support the strategy. The bottom-up view is focused on the work, tasks, and interactions and seeks to layout business processes, value-chains, value-streams, customer journeys, and supply chains in the most effective manner that is aligned to the strategy, and delivers value effectively to customers.
  • 16. Establish Sense of Urgency1 Why Change? What Sucks? What is the business case for change? Create Guiding Coalition2 Craft Vision and Strategy3 Communicate the Change Vision4 Define Boundaries, Design System Model, Empower Action5 Create and Market Short-term Wins6 Transform to New Operating Models, Develop Talent7 Anchor Practices, Behaviors in the Culture8 Who will lead the change? How will they function as a team? What is Our Purpose? Creating the vision and design the strategy aligned to the purpose. Create the Communications Strategy Communicate the Vision and Strategy. What to change? Remove obstacles, structures, policies What to change to? Structures, Systems, Processes, Rewards. PROCESS OF ORG DESIGN* *Kotter, John P. (2012) Leading Change, Harvard Business Review Press How to cause the change? Create a Kaizen Culture Problem Solving, Short-term wins Transform to new Operating Models Develop new talent to implement Change. Reinforce Practices, Behaviors, and Values; reward and promote based on change vision.
  • 17. WHY CHANGE? Building the business case The first step to effective organization design is to build the business case for change. The business case is made up of the key elements of strategy, an analysis of the current state of the organization including customer research (qualitative/quantitative), and a clearly defined set of design drivers, principles, and measures.. Steps for creating the business case include: 1. Clarify strategic priorities (what to do/what not to do) 2. Define the case for change which includes: 1. What capabilities must we build or buy to compete? 2. What is our current state analysis? What sucks? 3. UX Research including: Context, Ethnography, NPS, VOC, Market, Partners, Vendors, 3. Identify the biggest problem/contraints on achieving the strategy 4. Measurement Criteria (How will we know we’re getting better?) 5. Comms Strategy (Where, when, and how often you will communicate the change?)
  • 18. “Design is a plan for arrangin elements in such a way as best accomplish a particular purpo – Charles Eames “Org Charts are to organization design what wireframes are to user experience design.” – Will Evans “Culture eats strategy for breakfast.” – Peter Drucker SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 19. Culture is a pattern of shared basic assumptions and norms learned by a group as it solves its problems of external adaptation and internal integration. “Culture matters. It matters because decisions made without awareness of the operative cultural forces may have unanticipated and undesirable consequences.” – Edgar Schein CULTURE
  • 20. ESPOUSED VALUES TACIT ASSUMPTIONS ARTIFACTS & BEHAVIORS Schein, E. H., Coming to a New Awareness of Organizational Culture. Sloan Management Review. SCHEIN’S CULTURE MODEL This is what a company says it stands for and claims to value. These are often times completely incongruent with actual behaviors. These are the norms, assumptions, tacit knowledge that govern the organization and have the biggest impact on decision-making. These are the things most people ignore. This is the easiest part of organizational culture to see and touch. It includes posted values, office layout, plans, policies and observable behaviors.
  • 21. PRINCIPLES OF Organizational Design These are some high level principles of good organizational design. A key to choosing or designing an organization model is identifying which are important given your context. “Principles and rules are intended to provide a thinking man with a frame of reference.” – Carl von Clausewitz 1. Active & Present Leadership 2. Requisite Complexity 3. Coherence, Not Uniformity 4. Complementary Sets of Options 5. Structural Reconfigurability (loose vs tight coupling) 6. Evolve, Do Not Install 7. Clarity of Interfaces & Interactions 8. Emphasize Kaizen Over Kaikaku
  • 22. • An image or framework that presents a template for guidance; or • A representation of a set of components of a process, system, subsystem, or subject area, generally developed for understanding, analysis, improvement, and/or replacement of the process; or • A representation of information, activities, relationships, interactions, and constraints between components. A model is simply: SYSTEMS MODELS Defining the Damn Thing “Remember that all models are wrong; the practical question is how wrong do they have to be to not be useful.” – George Box
  • 23. SYSTEM MODEL What is the point? • Help structure approaches to problems, improvements, or events; • Provide a framework for communication of changes and transitions; • Give the design process a common language and vocabulary; • Illuminate and help resolve design challenges or problems; • Illuminate interations, interdependencies, and alignments • Help create a “new story” of the organization The value of a model lies in its ability to:
  • 24. It is an axiom in organization design that structure follows strategy, a play on Louis Sullivan’s modernist architectural command that form follows function. In general, organizational structure follows strategy.
  • 25. ORGANIZATION DESIGN MODELS Galbraith‘s Star Model McKinsey‘s 7-S Model Weisbord‘s Six Box Model Burke-Litwin Causal Model Nadler‘s Updated Congruence Model Holonic Enterprise Model
  • 26. The Star Model is one useful framework for understanding design and governance choices and policies across five categories: 1. Strategy: determines the future direction of the organization and where it will compete 2. Structure: determines the location, clustering, and reporting of decision-making and distribution of power. 3. Processes: determines the flow of information, raw materials, stage gates, and approvals to get shit done. 4. Rewards & Policies: influence the motivation of people to perform and address goals while overcoming challenges. 5. People: includes culture, norms, mindsets, and skills of the people needed to generate value and allow the organization to achieve it‘s strategy. GALBRAITH’S STAR MODEL
  • 28. Operating governance is how managers delegate decision-making vertically into the organization through hierarchy and policy, and establish decision rights horizontally across functions and business units. Operating governance is a process by which power is intentionally allocated across the organization. When power dynamics are not designed well, the result is prolonged decision-making, endless meetings, mindless email chains, misunderstood communications , friction, failure, and death. DESIGN FOR Operating Governance SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 29. The Four Levers of Control model (derived from Robert Simon‘s work) serves as a way for leaders to consciously make governance part of the organizational design process. The four levers are defined as: 1. Belief Systems, used to inspire and direct the search for new opportunities 2. Interactive Networks, used to stimulate organizational learning and the emergence of new ideas and strategies 3. Boundary Systems, used to set limits on opportunity seeking behavior 4. Measurements, used to monitor and reward achievement of specific goals. DESIGN OF GOVERNANCE Robert Simon‘s Four Levers of Control
  • 30. LEADING Organizational Change A leader can directly impact three leavers of performance in an organization, which means changing: 1. The Strategy 2. The Executive Team 3. The Shape of the Organization “We cannot change what we are not aware of, and once we are aware, we cannot help but change.” – Sheryl Sandberg Leading means understanding how to deploy and manage power to achieve results… there are six sources of power that need discussing.
  • 31. 6 SOURCES OF Power in Org Design • Legitimate Power which is formal authority in a hierarchy. • Expert Power is derived from possessing knowledge or expertise in a particular area. • Referent Power is based on the use and exercise of interpersonal relationships a person cultivates and social capital a person accumulates. • Coercive Power is derived from a person’s ability and willingness to influence others through threats, violence, or sanctions. • Reward Power arises from a person’s ability to influence the allocation of incentives within an organization including pay, appraisals and promotions • Informational Power relates to a person’s ability to control the flow of information and disinformation within a social group. “There is no power relation without a correlative constitution of a field of knowledge, nor any knowledge that does not presuppose at the same time power relations.” – Michel FoucaultFrench, John R. and Raven, Bertram (1959) The Bases of Social Power. Studies in Social Power
  • 32. “These patterns emerge in complex, responsive processes of interaction between people taking the form of conversations, power relations, choices, and intentions. What happens is the result of the interplay between the intentions and strategies of all involved and no one can control this interplay.” – Ralph Stacey SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 33. • Maintaining & improving the organization • Coaching and mentoring people • Problem solving • Planning and budgeting • Monitoring and controlling Management MANAGEMENT VS LEADERSHIP Management is a set of processes that keep a complex system of people, assets, and technology working together to deliver a steady flow of value and service to customers at a reasonable cost to the organization and society. Management tends to focus on the following: Leadership Leadership is a set of processes that creates organizations in the first place or adapts them to significatly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires then to make it happen despite the obstacles. Leadership tends to focus on the following: • Defining the future reality • Aligning people to the vision • Motivating, inspiring, and energizing people to work towards the vision
  • 34. A leader is best when people barely know that he exists, not so good when people obey and acclaim him, worst when they despise him. But of a good leader, who talks little, when his work is done, his aim fullfilled, his people will say, “We did this ourselves.” – Lao Tzu SEMANTIC FOUNDRY ATELIERMADE WITH LOVE
  • 35. Hersey & Blanchard‘s Situational Leadership Model MODELING LEADERSHIP Organization Design is a Leadership Competency whose success depends on the complex interactions of four key groups: internal formal leaders, internal informal leaders, external formal leaders, and external informal leaders. Leading Organization Design requires: 1. A clear grasp of the purpose, mission, and strategy of the organization; 2. Establishing the boundaries of the change and the roles required to transform the organization; 3. Develop an appropriate leadership style; 4. Mobilizing formal and informal leaders to collaborate together; 5. Creating a sense of urgency by communicating the business case while recognizing and respecting people‘s fears.
  • 36. Establish Sense of Urgency1 Why Change? What is the business case for change? Create Guiding Coalition2 Craft Vision and Strategy3 Communicate the Change Vision4 Define Boundaries, Design System Model, Empower Action5 Create and Market Short-term Wins6 Transform to New Operating Models, Develop Talent7 Anchor Practices, Behaviors in the Culture8 Who will lead the change? How will they function as a team? What is Our Purpose? Creating the vision and design the strategy aligned to the purpose. Create the Communications Strategy Communicate the Vision and Strategy. What to change? Remove obstacles, structures, policies What to change to? Structures, Systems, Processes, Rewards. REVISITING PROCESS* *Kotter, John P. (2012) Leading Change, Harvard Business Review Press How to cause the change? Create a Kaizen Culture Problem Solving, Short-term wins Transform to new Operating Models Develop new talent to implement Change. Reinforce Practices, Behaviors, and Values; reward and promote based on change vision.
  • 37. FINAL THOUGHTS On Good Organization Design • Good organization design starts with a clear and shared understanding of your customer, context, and problem(s) to be solved. • Good organization design requires whole systems thinking, including all subsystems, interfaces, interactions, constraints, boundaries, partners, vendors, community, and society. • The process of good organization design requires requisite diversity of ideas and people. • Good organization design develops future leaders to constantly manage continuous course correction through the change. • Good organization design tackles power and decision-rights explicitly, placing authority and responsibility where it can achieve the best throughput. • Good organization design is iterative and requires developing an experimental mindset. “You cannot understand good design if you don’t understand people; design is made for people.” – Dieter Rams