Pace layering, a concept borrowed from architecture, applies to the world of work as well. It refers to the varying speeds at which different layers of an organisation change. The slowest layer, infrastructure, includes the company’s mission and values, which change infrequently. The governance layer, comprising organisational structures and processes, changes at a moderate pace. The fastest layer, commerce, includes marketing and sales, which adapt quickly to market trends.
The concept of time horizons also plays a part in organisational change. Strategic time horizons span several years, tactical horizons cover months to years, and operational horizons focus on the immediate weeks and months. Understanding these different time scales and pace layers can help in managing change effectively.
A common challenge is the clash between the fast-paced commerce layer and the slower governance layer. This can lead to tension and conflict within the organisation. To mitigate this, it’s essential to recognise the different pace layers and manage the friction between them.
Remote work has added a new layer of complexity to these dynamics. The shift to remote work has accelerated changes in the commerce layer while slowing down the governance layer. This has necessitated a rethinking of how organisations manage change, with a need for more flexibility and adaptability.
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