6. A B C D E FX1…n X1…n
SUPPORTMANAGEMENT
INTAKE/DIAGNOSIS
REGISTRATION
PLANNING
COMPLEX ORGANIZATIONS WITH SIMPLE JOBS
Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
7.
8. TOWARDS SIMPLE ORGANIZATIONS WITH COMPLEX JOBS
FUNCTIONAL STRUCTURE
FLOW-BASED
STRUCTURE
Function1 F2 Fn
Order 1
O2
On
…
…
DISTRICT 2
DISTRICT 1
DISTRICT N
multi-skilled
multi-functionalhigh autonomy
client-centered
Image courtesy Prof.dr.Bart Cambré, Antwerp Management School
9. Team & Work Experience (%, EWCS 2010)
Teamwork Tiring or
painful
position
Carrying
heavy
load
Feel at home
in
organisation
Organisati
on
motivates
me
Work
well
done
No teamwork 41 27 63 53 79
Team with no autonomy 50 37 64 59 79
Limited autonomous teams 45 31 71 61 84
Self-managed autonomous
teams
42 28 75 67 87
10. Team: Learning & Variety (%; EWCS 2010)
Teamwork Apply
own
ideas
Solving
unforsee
n
problems
Complex
tasks
Learning
new
things
Meeting
quality
standards
No teamwork 45 78 53 62 71
Team with no autonomy 40 79 61 71 82
Limited autonomous
teams
53 86 66 80 78
Self-managed
autonomous teams
66 91 75 82 79
12. ORGANISATIONS SHIFT TO A NEW PARADIGM
• Hierarchy
• Command & Control
• Central coordination à Meeting
overload
• Belief in systems & procedures
• Large centrale staff
• Functions & job titles
• Focus on individuele performance
• Local decision making
• Coaching & Servant Leadership
• Ad hoc coordination & solution-
oriented dialogue
• Minimal systems
• Integration of staff in local teams –
remaining staff has advisory role
• Flexible roles
• Focus on team performance
13. The design paradigm shifted as well
Adapted from Fabio sergio, Frog design, Milan
15. DESIGN : SHIFT TO A NEW PARADIGM
• Function
• Designing products
• Design for Specification
• Problem solving
• Users/customers
• Designing for..
• Strategy
• Designing services and systems
• Design ans a process
• Problem setting
• Organisations/networks
• Designing with…
Fabio Sergio, DMI Munchen (then Frog, now Fjord)
23. Innovation used to have
one variable
• Pull : Technology enables a
solution for a well defined human
need/problem
• Push : Technology looking for a
reason to exist/ Become relevant
in a (business) context
24. The future?
• Concurrent development of
multiple variables into a
“preferred future” (efectuation)
• Nothing is certain
• Everything is Possible
• Qualitative insight backed by
(big) data facilitate decisions
41. “Jazz music is when the
chords are on the paper,
but you play what you feel.” Ray Charles
42. Lessons learnt the hard way
• Input over output : Problem setting often trumps problem solving
• Availabillity is not a competence
• Innovation without ownership is useless
51. Designers view the
Present as a “beta”
version of a
Prefered future
Michael Jager, Love Beta
The Consciousness of Chaos, the Killing of Curiosity…Love, Desire and Other Design Stories.
56. Pointers for preventing “erosion”
• Workshops : Analyses and (building) joint understanding
• The actual work is often done outside of the war room
• Beware of ”erosion”, so add 20% of “vision”, and prototype quality
• When does compromise become compromising?
58. Availabillity is not a competence:
• Team composition varies throughout the process
• Top down planning vs. Bottom up
• Hierarchy vs. skills and assets
71. Some pointers for team composition
• diverse backgrounds (Owners, experts, users, influencers, wild geese,..)
• Diverging activities : Balance towards users (Knowledge, prototype)
• Converging activities : Balance towards Owners, experts (Structure, MVP)
• Everyone’s a designer, but not all of us have design skills
• In the end cocreation is (also) about social capital and politics (strategies)
75. Understand Create Deliver
1. Framing
Scin
Lean canvas
Personas
3. Onderzoek
Enquete (Kwant)
Probe (Kwal)
Value innovation
Focus groep
prototyping
Lean canvas
Personas
2. Waardeaanbod
voorstellen
5. Finaal Rapport
Eindverslag
Designbrief
Presentatie
4. Met gebruikers
Wie is mijn klant?
Wat is de nood?
Hoe oplossen?
Waaruit bestaat waarde?
Inzicht in business?
Marktwaarde?
Totaalconcept
Componenten
76.
77.
78. Steven van den Oord
Prof. dr. Jac Geurts
Prof. dr. Bart Cambré
Prof. dr. Patrick Kenis
Game Simulation for
Goal-directed Organizational Networks.
Center of Public Administration & Policy
Virginia Tech, Blacksburg.
79. Steven van den Oord
Prof. dr. Jac Geurts
Prof. dr. Bart Cambré
Prof. dr. Patrick Kenis
Game Simulation for
Goal-directed Organizational Networks.
Center of Public Administration & Policy
Virginia Tech, Blacksburg.
86. Hoe kunnen we -een team van overheden,
sociale economie en reguliere bedrijven in en
rond Hoogstraten- aanvullend op bestaande
alternatieven een syteem van kinderopvang
organiseren/ondersteunen met als doel het
verkorten van de wachttijden/rijen, en
stimuleren van de synergie tussen betrokken
partijen.
Probleemstelling 1,0
94. Netwerk:
Klein Maar Fijn
Netwerk:
Bovengemiddeld Maar
Efficiënt
Netwerk:
Groot en Inclusief
Netwerken
4
type patiënten
8
noden
8
diensten
8
zorgberoepen
3
organisatienetwerken
de chronisch zieke patiënt die
langer wil thuiswonen
A A Huisarts
Klein Maar Fijn (KMF)
B B Apotheker
de patiënt met ernstige
psychiatrische aandoeningen
en langdurige psychiatrie
C C Kinesitherapeut
Bovengemiddeld
Maar Efficiënt (BME)
D D
Thuisverpleegkundige
de kwetsbaren en/of gezinnen
met lage sociale redzaamheid
E E
Maatschappelijk
werker
/ patiënt-
vertegenwoordiger Groot Maar Inclusief
(GMI)
F F Psychiater
de patiënt met een urgent en
chronisch meervoudig
ziektebeeld en/of
multiprobleem
G G
Verzorgende /
zorgkundige
ziekenhuis
H H Paramedisch werker
95.
96. Some pointers for succesfull
landing in cocreation
• Do you know how to get out of a riptide?
• Focus on alignment, use conflict wisely
• Playing with ownership is usefull, but … (businessmodel)
• Innovation is about allowing a thought
• Qualitatative data is allways right, not allways relevant
97. EAT YOUR OWN DOGFOOD
Marc Stickdorn, whenever he gets the chance ;-)
101. Domains
• Organisation en businesstransformation
• Human Centered Innovation
• Product- en servicedesign
BUSINESS DESIGN & INNOVATION
WHAT : Business Design & Innovation is the symbioses of
Human centered innovation, strategy and Design
Thinking
WHY : It is our goal to groom organisations, enterprises and
sectors so they are ready for a future that is constantly
changing. By design.
HOW : Duh!
102. Remco Lenstra
Design Thinker/Catalyst
Works at Antwerp
Management School in the
Competence center Business
design & innovation
Contact
Het Brantijser
Sint-Jacobsmarkt 9-13
BE-2000, Antwerpen
+32 (0)498 91 94 97
Remco.Lenstra@ams.ac.be
103. Nice Landing, Wrong Airport
Lessons learnt -the hard way- in co-creation
Remco Lenstra
Philippe Martens
Service Design in Business
London, Nov/2017