Wirearchy
Jon Husband

Wirearchy
A dynamic two-­way flow of power and uthority based on
knowledge, trust, credibility and a focus on results, enabled by
interconnected people and technology

Wirearchy is not …
l Anarchy, or a total loss of control
l Self-­direction & self-­management implemented via
a prescriptive rules-­based method
l Abandoning management and methods of working
that are still pertinent and valuable.

Job Evaluation Methods – the DNA of work design

An enterprise as an ecosystem of networks

Wirearchy
l Deep implications now apparent on the horizon
l Re-­conception of fundamental hypotheses about how
connected flows of information create useful knowledge
l There are now many 'early' or 'young' examples
l The implications touch business models, organizational
structure(s), governance, and the design of work and
organization
l These dynamics are impacting the workplace in the
areas of leadership, management and collaborative
practices

Wirearchy – the ebook

Wirearchy – the ebook
l Essays written by thinkers / practitioners dealing
with the key elements of the now-­evolving changes
to organizational structure and dynamics
l The principle and its implications for :
− Organizational effectiveness,
− Strategic analysisi and understandings
− Individual and organizational learning
− The dynamics of human-­information ecosystems
− Re-­defining organizational change

Sketches for the future of work
l What Is Wirearchy ?
l Organizational Blindness
l What happens in the white space on your organization chart ?
l The Triple-­AAA Organization and PKM
l Exploring the skills for complex connected working
l Wirearchy – the personal transformation
l Mapping a network : the best way of transforming into networks?
l Re-­inventing HR for the connected economy
l Wirearchy in the workplace
l The peloton, a model for the responsive and adaptive
organization

Organizational Blindness
Thierry de Baillon

Organizational Blindness
l You see what you have been taught
l You see what you know
l Our mental models constrain and limit as much (or
more) than they enable
l Complexity is accelerating – rapidly
l Clients at the centre of things – still a fantasy
l Dissonance and blindness –rigidity eliminates the
possibilities for adapting in fluid ways

The white space on the organizational chart
Valdis Krebs

The white space on the organizational chart
l People connected around a problem or an opportunity (
a purpose ) rarely follow the « official path »
l In these networks, the connections between people and
information create patterns of interaction focused on
creating & delivering results
l Mapping, visualizing and measuring connections is like
X-­rays or an MRI of the organization
l It allows us to acquire strategic information in « real-­
time » about what people are actually doing

PKM & the AAA Organization
Harold Jarche

PKM & the AAA Organization
l Awareness, Alternatives, Action
l « The outside must connect to the inside»
l From complicated to complex
l Complicated = collaboration
l Complex = cooperation
l Complex networks -­-­-­> transparency
l Personal Knowledge Mastery (PKM) is key for any
individual inside a knowledge network

Skills for complex connected work
Anne Marie McEwan

Skills for complex connected work
l We can now see the patterns realted to high performance
l These patterns correspond to specific skills
− Organizing to focus on the client
− Discovering value
− Cultivating informal networks
− Organizing from the edge
− Mastering motivation
− Complexifying yourself
− Navigating permanent whitewater
− Challenging the status quo
− Orchestrating serendipity
− Honouring and using your not-­knowing

Personal transformation
Luis Suarez

Personal transformation
l Change is a choice
l Awakening to a new set of conditions (ubiquitous &
omnipresent)
l Sharing knowledge is power
l Cultivate your social networks
l « Your network is your net worth »
l Personal transformation practices
− Work Out Loud
− PKM
− Asking questions
− Sharing your knowledge

Mapping a network - Building a community
Rob Paterson

Mapping a network - Building a community
l Purpose and messy wicked problems
l Leadership which creates and demonstrates trust
l Mapping networks in order to discover blind spots, « hot-­
spots », opportunities, starting points
l Connecting to
− Learn by doing
− Weaving new networks
− Cultivating trust
l Emergence – new connections and possibilities multiply,
transformation towards a network of networks continues.

Re-inventing HR for a connected economy
Valdis Krebs & Jon Husband

Re-inventing HR for a connected economy
l Hyperlinks, platforms and connected individuals are bringing
fundamental change to the dynamics of knowledge work
l Current HR methods and practices were invented during the 50's
to the 80's : they did not foresee the arrival of networks, and now
are deeply embedded in HR software
l Organizational network analysis (ONA) works like X-­rays or an
MRI scan;; it reveals what's actually going on in the organization
l It enables strategic conversations about hoew to improve
communications, skills and the ways of generating concrete
results
l Visualized, the results of a network analysis represent the « org
chart » of a wirearchy

Wirearchy in the workplace
Jane McConnell

Wirearchy in the workplace
l Based on the results of a major study, the transition from
traditional hierarchy towards emergent wirearchy is well
underway
l Major implications for leadership
l Critical implications for learning and organizational
culture
l Implications for transforming traditional managerial
practices are critical and massive
l Fundamental implications for team dynamics and the
ways the talents and energies of individuals are
combined

Peloton formations
Richard Martin

Peloton formations
l Clear and shared purpose
l Clearly defined strategy : daily changes with respect to
the direction forward (in context)
l Clear roles that evolve in a fluid manner, based on
continuous communications between all team members
l Networks of intention loosely joined, based on the skills
and continuous communications, generating adaptability
and responsiveness
l These structures and their dynamics open a path
towards sustainable strategic advantage

Hi-tech Hi-touch: Useful tools and processes

Hi-tech Hi-touch: Useful tools and processes
l Open Space
l Participative Work Design (PWD)
l Hackathons
l Working Out Loud (WOL)
l World Cafes
l Global Jams
l Personal Knowledge Mastery (PKM)
l Organizational Network Analysis
l Coaching Ourselves (peer-­to-­peer coaching)

For more information ..
http://wirearchy.com/wirearchy-­the-­ebook/

Thanks !
Jon Husband
www.wirearchy.com
@jonhusband
Thierry de Baillon
www.debaillon.com
@tdebaillon
Harold Jarche
www.jarche.com
@hjarche
Valdis Krebs
www.orgnet.com
@ValdisKrebs
Richard Martin
indalogenesis.com
@IndaloGenesis
Jane McConnell
www.netjmc.com
@netjmc
Anne Marie McEwan
thesmartcompany.com
@smartco
Rob Paterson
smartpei.typepad.com
@IndaloGenesis
Luis Suarez
www.elsua.net
@elsua