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
Debate concerning the inevitable decline or imminent resurrection of western manufacturing has raged for years. The continuing search for long-term solutions to the vast, shifting market dynamics has left a litter of change projects behind. There may be...read more
From the Etsy store owners, Upworkers, and Uber drivers of the gig economy to the thousands of start-ups taking their place on the starting blocks in the great race to start-up success every year, there's no doubt that technology has enabled a new era beyond the...read more
The past few days, I have been taking part in European Utility Week in Barcelona, where I gave a talk on why the future of connected products and services requires that utility firms become connected companies, and how a business-as-a-platform model is the...read more
In five years, will professional services firms look a bit more like software companies? On first glance, this might seem implausible. For a very long time, firms have been organised around fee earning partners who crafted reputations based upon expertise and...read more
Earlier this week at the IOM Summit in Cologne, I gave a talk entitled 'Defining the Operating Model for the Digital Enterprise’ that outlined what I think are the two key foundations of a digitally transformed enterprise: An operating system that coordinates work...read more
Much has been written - both in our blog and elsewhere - about the many barriers to achieving the meaningful and sustainable digital transformation needed for businesses to operate in the challenging business conditions prevailing in the early 21st Century. From...read more
Weekly inspiration & insights:
Get curated links and latest news. Sent every Thursday.