Designing organisations for the future

Designing organisations for the
future - how to get from here to there

Which pill? only you can decide…
Morpheus:
This is your last chance Neo. After this,
there is no turning back. You take the
blue pill - the story ends, you wake up in
your bed and believe whatever you want
to believe. You take the red pill - you stay
in Wonderland and I show you how deep
the rabbit-hole goes!
The Matrix
Designing organisations for the future - how to
get from here to there …

WORK OUT LOUD!
Build a network!
Share!

Courage

With courage you will dare to take risks,
have the strength to be compassionate
and the wisdom to be humble, Courage is
the foundation of integrity…… Kashavan Nair

Why

An acronym used to describe or reflect on the volatility,
uncertainty, complexity and ambiguity of general
conditions and situations.
LIVING IN A V.U.C.A. WORLD

30% engaged
70% disengaged

An increase in work related stress and
mental health related absence from work,
both related to a workload and a long-
hours culture
CIPD Absence Management Annual Survey Report

“in front of the new complexity of business, the only solution is
not drawing boxes with reporting lines. It is basically the
interplay. How the parts work together. The connections, the
interactions, the synapses. It is not the skeleton of boxes, it is
the nervous system of adaptiveness and intelligence. you
could call it cooperation. Whenever people cooperate, they use
less resources”
Yves Morieux
Designing
Organisational Structure

Purpose
… the reason for which something is done or created
or for which something exists…

An organisation can only realise its
highest potential when each
individual is fully valued and feels
fully vested in a shared purpose

“You can’t impose anything
on anyone and expect them
to be committed to it”
Edgar Schein, Professor Emeritus
MIT Sloan School

“BUREAUCRACIES ARE BUILT BUY AND FOR
PEOPLE WHO BUSY THEMSELVES PROVING
THAT THEY ARE NECESSARY ESPECIALLY
WHEN THEY SUSPECT THEY AREN’T”
Ricardo Semler

Designing organisations for the future -
how to get from here to there …
In 2009, Buurtzorg had the highest
satisfaction rates among patients anywhere in
the country.
30% of all emergency hospital intakes are
avoided
In 2010, Ernst & Young found the average
costs were overall 40% less than other home
care organizations, and in 2011 and 2012,
Buurtzorg received the Netherlands’ national
Employer of the Year Award.
Buurtzorg” is a highly successful award-
winning Dutch community care organisation.
Buurtzorg employs over 9000 nurses.
Nurses work in teams of 10 to 12. The
whole organisation is supported by a central
support team of approximately 40 staff!
ALL major decisions taken by teams locally,
there are no managers, teams are
responsible for not only nursing care but
also work allocation, administration, what
offices to rent, when and how to best
integrate with the local community and
services.
From Reinventing Organisations
(Frederic Laloux)

ORGANISATIONAL DEVELOPMENT?
Organisational development is a planned, systematic approach to improving
organisational effectiveness – one that aligns Strategy, People
and Processes

If you want to teach people a new way of
thinking, don’t bother trying to teach
them. Instead give them a tool the use of
which will lead to new ways of thinking
Buckminster Fuller

Culture
Eats strategy EVERYTHING for
breakfast!

70:20:10 model is a general guideline for organisations seeking to
maximize the effectiveness of their learning, and development programmes.
70 hands-on experience (the 70%) is the most beneficial for employees because it enables them to
discover and refine their job-related skills, make decisions, address challenges and interact with
influential people such as bosses and mentors within work settings. They also learn from their mistakes
and receive immediate feedback on their performance.
20 Employees learn from others (the 20%) through a variety of activities that include social learning,
coaching, mentoring, collaborative learning and other methods of interaction with peers.
Encouragement and feedback are prime benefits of this valuable learning approach.
10 10% of professional development optimally comes from formal traditional courseware instruction
and other educational events.
.
Its Culture (local, i.e. office team) that has the greatest impact on employee
development! Think about your Culture and who is delivering your 70%?
Written for TrainingIndustry.com
Organisational Culture and 70:20:10

Stop, Look, Listen,
Learn!

Listen to Understand not
just to respond and you will
learn a lot more…

Trust
noun
firm belief in the reliability, truth, or ability of
someone or something
- Google

Leaders create safe spaces
for people to show up.
Frederic Laloux
Designing organisations for the future - how to get from
here to there …

INTEGRITY
1. The quality of being honest
and having strong moral
principles
2. the state of being whole and
undivided
Google

The process of change in the modern workplace requires
leadership rather than authority, and freedom rather
than control. Leadership is not about making the right
decisions anymore, but about making sure the right
decisions are made. The only way to lead in today’s
flattened organisation structure is to create a sense of
ownership at every level of the organisation
The power to change – Grid International

Psychological ownership transfers to follower
Authority to where information is
As a leader create clarity and develop competence
Give control and create leaders
Leaders challenge - is it safe? Is it the right thing to do?
Turning the Ship Around
here to there …

Intrinsic Motivators
Autonomy- urge to direct our own lives
Mastery- desire to get better at something
that matters
Purpose- to do what we do in service of
something larger than ourselves

Clarity - My Personal Contribution Canvas
2. What do our customers
need from us?
What do our customers
value?
1. Our Organisational
Purpose
What difference do we
want to make in the lives of
our customers/service users
– our impact?
4. About me, what is my
role?
What is Important To Me in
my role?
What is Important For Me
in my role?
6. What will success in my
role look like?
7. These are the Skills I
want to develop
8. Who could help me to be
successful in my role?
9. This is how often I would like
to discuss progress with my
manager
10. This is how I believe I’m
doing
3. What is the purpose of
my team in meeting our
customers needs.
5. How do I support my
team purpose, what are
my key activities in
support of this?

Go to the edge of your organisation,
Listen to your staff
Listen to your customers / service user
Determine value from your customers / users
perspective
here to there …

Get knowledge!
understand how the work, works!
John Seddon
here to there …

Workers themselves
are best placed to
make decisions
about how to
perform their
work…
Peter Drucker
Knowledge
Worker

“Things which matter most must never be at
the mercy of things which matter least”
Johann Wolfgang von Goethe
here to there …

Having the Courage
to build organisations for the future …
“Wanderer, your footsteps are the road, and nothing more; wanderer,
there is no road, the road is made by walking. By walking one makes the
road, and upon glancing behind one sees the path”
Antonio Machado, Spanish poet

Designing organisations for the future

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