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
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
An organisation’s approach to learning is a key success factor in its digital transformation efforts, and we are seeing three areas of focus emerging as predictors of maturity: how an organisation bridges its digital skills and confidence gaps how an...read more
This week, Lee Bryant considers the difficulty of trying to change organisations from within, and considers the role that technology might play in building the future firm. We work with large organisations that have typically optimised their management structures and...read more
Overcoming functional silos is high on the list of pain points of most organisations. Important to know is all silos lead to detrimental insularity. This causes teams to lose alignment with the wider org, which has lots of negative knock-on effects. ...read more
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