Autonomy in Alignment for Decentralised Organisations, a presentation as part of NewCo, Barcelona, October 2016
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Autonomy in Alignment for Decentralised Organisations, a presentation as part of NewCo, Barcelona, October 2016
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Autonomy in Alignment for Decentralised Organisations, a presentation as part of NewCo, Barcelona, October 2016
- 1. 1 | @claropartners #newco Autonomy in Alignment for Decentralised Organisations Claro Partners at NewCo 27 October 2016
- 2. 2 | @claropartners #newco
- 3. 3 | @claropartners #newco Content 1. About Claro 2. Why do we need a new way of working? 3. What is autonomy in alignment? 4. How to transition and adapt? 5. Discussion
- 4. 4 | @claropartners #newco 1. About Claro
- 5. 5 | @claropartners #newco WHO WE ARE Claro Partners is an international business innovation and service design firm. We make sense of disruptive shifts in business and society to develop new market opportunities, strategies and business models.
- 6. 6 | @claropartners #newco WHAT WE DO By combining social science, design thinking and business strategy, we lead our clients to solutions that create value for both business and for society.
- 7. 7 | @claropartners #newco We take an ethnographic approach to business and design challenges
- 8. 8 | @claropartners #newco 2. Why do we need new ways of working?
- 9. 9 | @claropartners #newco The traditional organisation is struggling to innovate and attract talent.
- 10. 10 | @claropartners #newco New attitudes towards jobs and lifestlye New expectations towards customisation of products New capabilities to get things done independently New balance of economies of scale vs. economies of small Large scale, hierarchal organisations were not built for current context We need new organizational design for a new dynamic reality
- 11. 11 | @claropartners #newco ROLESMany stages and titles Flexible roles CONTROLHierarchy of control Decentralised decisions RESOURCES AND IDEASIsolated in teams and departments Rapid diffusion PEOPLE ACCESSLimited Short and available pathways CULTUREStatus valued Non-status related set of values WORKExecution Creativity and initiative TRADITIONAL HR MODEL VALUE CREATION NETWORK Centralised Inflexible, rigid and highly defined Roles, stages and relationships VALUE CREATION STRUCTURE REWARDS AND INCENTIVES Decentralised Adaptive capacity, dynamic For value added to the network
- 12. 12 | @claropartners #newco Machine Family Organism This points us to a new metaphor for the organisation
- 13. 13 | @claropartners #newco Value creation networks will only function with “autonomy in alignment” Control FreedomControl Autonomy in alignment
- 14. 14 | @claropartners #newco Autonomy in alignment should be present in structure, people, experience Who is the new employee? What does the structure look like? What is their experience from recruit to alumni?
- 15. 15 | @claropartners #newco 3. What is autonomy in alignment?
- 16. 16 | @claropartners #newco What does the structure look like? 1) Organizational Structure
- 17. 17 | @claropartners #newco Structures for value creation networks 3 NETWORK 2 HUB & SPOKES 1 SEPARATE CELLS individuals teams 1) Organizational Structure
- 18. 18 | @claropartners #newco Separate cells| every person is a virtual company and delivers end-to-end products to their own customers Alex Nick CliveDave Josh 1) Organisational structure Matt Black Systems
- 19. 19 | @claropartners #newco Hub & Spokes| cells share a fundamental set of capabilities that enable them to deliver a product or service 1) Organisational structure Handelsbanken LeedsChippenham Poole Ipswich London Yeovil
- 20. 20 | @claropartners #newco Network| every team owns one piece of the service 1) Organisational structure Spotify Ads Track listing Artist pages Play button Discovery Browsing experience
- 21. 21 | @claropartners #newco Structures for value creation networks 3 NETWORK 2 HUB & SPOKES 1 SEPARATE CELLS individuals teams 1) Organizational Structure
- 22. 22 | @claropartners #newco The operating system that enables autonomy in alignment Common Principles #1 Be accountable to the customer before the company #2 Organise around offers, not capabilities #3 Set the direction, not the route #4 Enable problem-solving, don´t provide the solutions #5 Don´t set it and forget it Separate Cells Hub and spoke Network
- 23. 23 | @claropartners #newco Who is the new employee? 2) People
- 24. 24 | @claropartners #newco People are the most important element of a value creation network
- 25. 25 | @claropartners #newco “I am responsible for taking action, asking questions, getting answers, and making decisions. I won’t wait for someone to tell me. If I need to know, I’m responsible for asking.” Learning-maniac pledge, WD40 2) People
- 26. 26 | @claropartners #newco Value creator characteristics For finding their own solutions • Curious • Resourceful • Collaborative For being adaptive • Has or can acquire multiple skills • Holistic thinker • Responsible risk taker For a culture based on norms, not standards • Self-motivated • Self-disciplined • Has empathy 2) People
- 27. 27 | @claropartners #newco 3) Journey What is their experience from recruit to alumni?
- 28. 28 | @claropartners #newco Autonomy in alignment is an everyday experience
- 29. 29 | @claropartners #newco Autonomy in alignment at every step 3) Journey
- 30. 30 | @claropartners #newco Autonomy in alignment should be present in structure, people, experience Who is the new employee? What does the structure look like? What is their experience from recruit to alumni?
- 31. 31 | @claropartners #newco 4. How to transition and adapt?
- 32. 32 | @claropartners #newco How to transition and adapt? CHANGE COMMITMENT STRATEGY TRANSITIONCULTURE
- 33. 33 | @claropartners #newco Two stories: Realising one big roll out Small and incremental experiments SEMCOING TOP-DOWN BOTTOM-UP
- 34. 34 | @claropartners #newco One big roll out
- 35. 35 | @claropartners #newco Make complex, simple: Survey Workshops EXPERIENCESTRUCTURE BEHAVIOUR Set-up Orange Code Agile Way of Working New Roles New Responsibilities Ground Rules Agile Coach
- 36. 36 | @claropartners #newco Make complex, simple: Survey Workshops EXPERIENCESTRUCTURE BEHAVIOUR Set-up Orange Code Agile Way of Working New Roles New Responsibilities Ground Rules Agile Coach
- 37. 37 | @claropartners #newco Make complex, simple: Survey Workshops EXPERIENCESTRUCTURE BEHAVIOUR Set-up Orange Code Agile Way of Working New Roles New Responsibilities Ground Rules Agile Coach
- 38. 38 | @claropartners #newco Make complex, simple: Ground Rules Agile Coach Survey Workshops EXPERIENCESTRUCTURE BEHAVIOUR Set-up Orange Code New Roles New Responsibilities Agile Way of Working
- 39. 39 | @claropartners #newco One big roll out
- 40. 40 | @claropartners #newco Small and incremental experiments
- 41. 41 | @claropartners #newco Snowball effect: Closed/ open payroll
- 42. 42 | @claropartners #newco Snowball effect: Set your own salary Closed/ open payroll
- 43. 43 | @claropartners #newco Snowball effect: Set your own salary Hire & fire Closed/ open payroll
- 44. 44 | @claropartners #newco Small and incremental experiments
- 45. 45 | @claropartners #newco • We need a new way of working • Organisational structures for value creating networks • New employee profile • New employee experience • Transition top-down or bottom-up Summary
- 46. 46 | @claropartners #newco 5. Q&A
- 47. Claro Partners www.claropartners.com +34 931 786 332 Aldo de Jong Co-founder + Partner aldo.dejong@claropartners.com Leo Kubrak leo.kubrak@claropartners.com Harry Wilson harry.wilson@claropartners.com Let’s continue the conversation…