Agile Org Structures

Why has there been so little innovation in
organisational structure and culture?

 

MINIMUM VIABLE HIERARCHY

The classic cascading hierarchy model is used in the majority of firms, not only as a way to coordinate and communicate, but also as the way that decisions are taken and work gets done. It is no secret that this leads to a slow, overly-bureaucratic working culture and makes companies very internally-focused, rather than oriented towards their customers.

New digital technology makes a variety of other models possible. But many companies – even some startups – continue to blindly adopt this very old mental model when they need to scale their business.

Our methodology, which looks at the organisational capabilities required to meet future operating conditions, helps businesses design and implement the structures that are right for them.

 

AREAS OF FOCUS

Common starting points include:

Modelling and futurescoping: looking at future market dynamics to help understand what capabilities, and therefore what org structures, are needed.

Network-centric management: how to lead and influence within network-centric environments.

Agile teams: how to create small, self-managed teams that behave like startups and just get things done.

Communities and networks: strengthening the role of these dimensions of the organisation in the formal structure.

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