Organisational and Cultural Transformation
There are now in 2019 many people talking about organisational and cultural transformation and change however it is clear that what they mean is everyone below the C-suite needs to change. However organisational and cultural transformation is the whole organisation otherwise it is just a rebrand without actual change. More especially culture is born from action not just intent and this is what organisations who want to change are discovering. They want to take their staff on a transformation journey and to evolve their engagement not simply recasting them with new role titles and responsibilities. They also expect to evolve the transformation in flight gaining a true understanding of what already works well and folding it into the new culture. This kind of transformation takes a highly adaptive and pragmatic mindset in its leadership and enablement.
The historical focus of organisational design has been to establish one standard structure across a whole organisation. The value of this is to standardize command and control mechanisms which is supposed to simplify reporting and oversight. It forces all work through it regardless of its priority or type of work it is.
The old four types of organizational structures are;
- Functional Top-Down
- Divisional Structure
- Matrix Organizational Chart
- Flat Organizational Chart
However the New Ways of Working in adoption of HCD, Agile, Lean and DevOps don’t utilize these structures. In fact instead of starting with organizational structures it focuses on work to define the structures needed to deliver it. This is very intensive consulting activity and often led by external consultants not vested in internal politics and previous alliances.
The common structure of work is linear and directional often following the concepts of grouped specialisations handing work to each other having completed their activities. This creates a slow flow of work with bottlenecks around capacity. When unexpected work arrives and depending upon its priority it can destroys the whole flow of work and create ripples impacting the whole organisation. This behaviour with work is derived from industrial production techniques often related to the Ford production model of manufacturing.
In adoption of HCD, Agile, Lean and DevOps, work types are defined first and then the organisational structure is derived from the work types. The consultancy around the organisational design should be unique to each organisation in order to both facilitate taking porfilio work into viable and validated and measured delivery.
To define organisational structure you must first define ‘what is work’ to establish ‘how to do work’Karl Smith, CEO Agile World
Psychology of Transformation
In large organisations there have been lots of transformations and people are used to dealing with them, adept at absorbing language and funds without actual transformation or the derivative cultural change. So as far as possible the psychology of transformation is defensive for the mainstream of organisations. Delivering long term cultural change therefore requires a top down adoption in order to establish an authoritative perspective of We Change rather than You Change.
In new ways of working YOU change is not the way to succeed it must be WE change togetherKarl Smith, CEO Agile World
Human Centred Organisational Design TOM
At this point I’d normally publish the exactly how to do it, but to be honest in the wrong hands it’s a stick of dynamite, so I won’t just hand it out. Below is the Portfolio Planning for Business Agile for an Organisation focused on a Work Type Taxonomy rather than hierarchies.
If you’d like like to find out how to do this from someone who’s done it in an organisation with 80,000 staff contact us.