Part of Leading into the Future, a program with Kellogg Executive Education. http://www.kellogg.northwestern.edu/execed/programs/century.aspx

1. Designing the Agile,
Connected
Organization
What are we designing for? What’s the goal?

2. Future-Proofed Innovation
2: Org
Design
Model
3: Iterative
Negotiated
Approach
4: Experiment
To Refine
1: Organizational Demands ---
Possibilities

3. Design
Strategy

4. 4
Demands
Globalization
Augmentation/
Substitution
Disintermediation
Freelancing
Education
Context

5. 5
Year Of Your Organization’s
Design
Your Data – Few Are Future-Built – Looking forward to hearing
back…
0
2
4
6
8
10
12
<2000 ≥2000 ≥2010 ≥2016 ≥2018
Participants

6. 6
Where does responsibility lie
for:
0
2
4
6
8
10
12
14
16
Perf
Management
Assignments Core Hours Meetings Vacation
Employee Employee, Some Manager
Employee/Team Employee/Manager
Manager, Some Employee Manager

7. 7

8. 8
A 21st Century Organization,
Designed in 1958

9. 9
Nucor Steel
21st Century
in the 60s

13. 13
In Your Team Room – Until 11:20
1. Outline one or two demands in one of
your organizations – Apply design thinking
2. Brainstorm around the issues &
constraints that will play a role in whatever
solution/improvement you try (don’t move
to solution/improvement yet)
3. Keep your notes for the afternoon

14. 14

15. 15
In teams room working at 12:45
(Back here 1:15)
How is Gore successful?
How would you assess Gore and
compare it to your own
organization?
Creating our framework for organizational design…
Please keep notes on
how you answered these
two questions

16. 16
How is Gore successful?
How did you assess Gore and
compare it to your own
organization?

17. 17
McKinsey 7S

18. Galbraith STAR Model
http://www.jaygalbraith.com/images/pdfs/StarModel.pdf

19. Griffith Star Model
Context
People
Structure Technology
Process
Strategy

21. Levers Affecting
Gore’s Culture

22. People
(Who they hired)

23. Process
(Waterline)

24. Structure:
Layers of Hierarchy

25. 25
More Dimension Examples:

26. Process

27. Technology

28. Context

29. http://www.zapposinsights.com/about/holacracy
Structure/Process

30. The Nucor “Story” –
Context/People/Structure/Process
Safety First
Eliminating
Hierarchy
Trust &
Freedom
Work Ethic
Everyone a
Decision
Maker
All Workers a
Stake
Employee
Relations

31. Technology
/People/
Process

32. Most organizational changes
do not meet their goals (they
fail)
Why?

34. 0
20
40
60
80
100
People
Process
TechnologyStructure
Context
Implement Collaboration
Software

35. 0
20
40
60
80
100
People
Process
TechnologyStructure
Context
Self-Designing
Teams

36. Now we have a framework,
let’s use it to design an
organization – or a piece of
one

37. 37
“Plugged-In” Management
Every Organization is Different
How Do Design For Your Specific Setting?

41. 41

43. 43
Stop – Look -
Listen

47. Stop & Think About Your
Resources: Agile, Networks,
Generations, Values, Strategy
Listen to Your Results: Scrum,
Lean
Be Mindful

48. Mixin
g

49. Some rights reserved by advenca

50. Levers Affecting
Gore’s Culture

51. How do you deal with the fact
that we can’t do this on our
own?

52. “Negotiating”
your Mix
What’s a negotiation?
How do you do it?

53. 53
Stakeholders
Issues – Use the STAR to identify
main levers
Outcomes
Values of Outcomes to
Stakeholders
Building Blocks of Negotiation

54. 54
Implementing -- Solution Stakeholder 1 Stakeholder 2 Stakeholder 3
People….: These are perceived values for the particular
outcome
Outcome 1
Outcome 1
Outcome 1
Technology…..
Outcome 1
Outcome 2
Outcome 3
Process…..
Outcome 1
Outcome 2

55. Sharing

56. Share/Iterate
Stop-Look-Listen
Mix:
Human, Technical & Org
Dimensions
Evaluate
Steps to Agile, Connected
Execution

57. 57
Let’s Put The Ideas Into Practice

58. 58
Stakeholders
Issues
Outcomes
Values of Outcomes to
Stakeholders
Integrative Designs as the “Deal”
Plan to Negotiate To Your New Design

59. 59
Move to the first iteration of your
team solution.
Graph the dimensions to mix –
Deliverable
Draft Stakeholders, Issues,
Outcomes, & Values -- Deliverable
In Teams:

60. 60
When You Come Back:
We’ll Share Solutions &
Implementation Ideas
(Always work in that