Agile Org Structures

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



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.



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.



Hiring for curiosity

More so than ever before, we see business models becoming more fluid, having to change to keep up with the dynamics of their market environment. Even large, traditional organisations are looking at structures such as Spotify’s tribe model or Haier’s autonomous...

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Adopting Scaling Frameworks

When organisations begin ‘going agile’, one topic that seems to be debated endlessly is which scaling framework to use - there are a fair few plus variations to choose from: SAFe, LeSS, scrum of scrums etc. I’ve worked with organisations to implement and dismantle...

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Overcoming the challenges of virtual teams

Yesterday morning, I heard my colleague Livio speak at an event hosted by Kemp Little on the challenges of global virtual working. Along with Keith Warburton from Global Business Culture and Marian Bloodworth, Employment Partner at Kemp Little, they explored the...

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Innovation labs are failing. What comes next?

Innovation labs operating at the edge of a company, focusing solely on innovation and R&D were at the height of popularity just a year or so ago, but are now closing at an ever-increasing rate. These siloed, trendy workspaces, that have little contact with...

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Procurement as an interface

I had a very interesting session last week with procurement leads responsible for sourcing legal and consulting work for major organisations. I came to the session wanting to talk about service-oriented, not product- or project-oriented strategic sourcing, and to lay...

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