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.
SELECTED BLOG POSTS
Last week I presented a model of digital leadership and strategy at #SocialNow in Lisbon. Here is the text of my talk, with slides embedded at the end... It is very hard to succeed with digital transformation in an established organisation without addressing...read more
"The greatest challenge for today’s leaders is how to upgrade their organisation’s operating system” This is how we frame the conversation about organisational change and the role of digital transformation on our newly-updated website, so I thought I would explain our...read more
In a complex world where few of us have time to understand the intricate detail of data, accounting, law and perhaps even code, we will need trusted professionals to help us navigate complexity. So whilst automation and technology will probably reduce headcount in the profession overall, the prize for those who can use our new technology superpowers to create value for their clients will be ever greater. Algorithmic transparency and code standards can help us trust the underlying machinery, but I predict we will still place our trust in humans to make the final judgement.read more
This weeks curator, Laura-Jane Parker, considers the role internal communications should fill for digital-age organisations. Last week, I was able to take some time away from work to attend a showcase of award-winning digital workplaces from across the world. Internal...read more
Our Digital Workplace Futures event last week (#psdw18) provided a great opportunity to hear from practitioners involved in the use of digital workplace technology to enable new ways of working and organisational improvement. It was great to see so many friends and...read more
(This post summarises an introductory talk I gave at our recent Digital Workplace Futures event in London - see here for a summary of the discussion that followed) Where have we come from? The beginnings of the digital workplace can be traced back to adoption of...read more
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