Agile is not a noun. It’s not about IT or control or the work. It’s not a Band Aid solution. Are you ready?Read More
I recently wrote an article for AXELOS about digital transformation..
“Like conducting heart surgery, leaders need to open up and look inside their organizations to see how they are going to help their workforce innovate, experiment and make decisions.
Though the traditional “command and control” structure won’t work for today’s organizational transformation challenges, neither will sending people on an Agile course alone.”
Read more.Read More
This post in the series “Kill the Hierarchy” I explore how a flatter organisational structure requires an environment of high trust and mutual respect.
Without trust, things just wont get done as fast as they are needed. If we are removing unnecessary managerial layers we have to trust employees to do the right thing. Employees have to trust their leadership to do the right thing. Establishing trust is also a prerequisite to flattening the hierarchy in the first place.Read More
I love Tracy Maylett’s description of an organisation without employee autonomy. Writing for Entrepreneur, he says:
“Without it your workforce may become the “land of the working dead,” roaming endlessly in zombie-like fashion, waiting to be told what to do next. Not an enjoyable workplace for employees nor managers, by any stretch”.
Employee autonomy is about giving employees the right to do the work they want, how they want and when they want.Read More
In a world of constant change, there are only three roles we need in order to create a resilient workforce - managers, coaches and players. A winning team that says "Game On!"
Watch this animation to find out more.Read More
Communication is the flow of information between people.
Organisations will not survive without it.
Open communication occurs when everyone can participate, discuss, debate and express ideas.
Everyone is equal and participating on a level playing field with a transparent relationship.
Organisations will not thrive without it.Read More
When organisations nurture leadership on an organisation-wide level, the entire organisation and every employee will prosper and grow.
Everyone has a significant contribution to make and their voices need to be heard.
More over, they need to be able to challenge the status quo, make decisions, initiate and drive change and be seen as leaders in their own right.Read More
In a hierarchical organisation, employees tend not to be engaged or committed to the work they do. There is limited collaboration.
More and more organisations are recognising that their structure is hampering effective collaboration. Its hierarchical and siloed structure obstructs cross-functional working, collective problem solving and decision-making located where best suited, and effective communication to support dynamic collaboration.Read More
In this post in the series “Kill the Hierarchy” I explore how the organisation needs to give employees ownership of outcomes, if it is going to survive in a world of complex and constant change. A flatter hierarchy will be needed to achieve this.Read More
Talking with Sonia Irwin, Founder and strategist at Redgrass Communications. Sonia is also the organiser of Convergence Australia, a change conference now in its third year.Read More
For an organisation to survive and thrive in a world of constant and uncertain change, the organisation has to be one in which leadership is important, but MORE important is a collaborative workplace in which transparency and creative freedom reign over hierarchical boundaries. Organisations need to give employees increased influence which is enabled via a flat or flatter organisational structure.Read More
Flatter structures work well for organisations that need to innovate and respond quickly in a rapidly changing environment.
Large organisations with traditional hierarchies and a command and control management approach have to flatten the hierarchy and operate more like a smaller organisation unless they want to be adversely disrupted.Read More
Is your organisational struggling to adapt to a world in which constant change is the new norm?
Is your organizational change management approach aligned to rapid, continuous and iterative change?
No? It can be.Read More
In traditional hierarchical organisations, titles are very important. They are a sign of past performance, power and prestige.
Some organisations that are genuinely flat have done away with roles and titles altogether!
At Morning Star everyone is known as a “Colleague”.
At W.L. Gore everyone is known as an “Associate”.
At Zappos everyone is known as a “Partner”.
But there are various degrees of de-labelling.Read More
We have seen some serious repercussions in Australia from poorly thought out targets and metrics. They have had lasting repetitional and financial damage. There are serious lessons to be learnt.Read More
This post in the series “Kill the Hierarchy” I explore how flattening the organisational structure will increase a manager’s span of control but does not mean increased workload. Adoption of self-management will avoid that and bring additional benefits.
Genuine flat structures have a workforce that is self-managing. Employees have delegated decision-making authority, autonomy, empowerment and red tape is eliminated.
Therefore, the ‘manager’ has less to do!Read More
Well it was an early start for me today. Up at 4am to watch my Liverpool FC play Real Madrid in the UEFA Champions League final from Kiev.
Despite the result not going our way, (Madrid 3 - Liverpool 1), just watching the behaviour of the manager, coaches and players and the supporters inspired me to continue my posts that have a soccer analogy associated with them.Read More
Total Football could be described as ‘organized chaos.’ Any player can move into another’s position. A player who moves out of position is replaced by another team member. In this fluid and flexible system, no outfield player is fixed in a predetermined role. Anyone can successively play as an attacker, a midfielder or a defender. The only player that stays in position is the goalkeeper.
I believe there are parallels with the concept of Total Football and the resilient workforce we need today when change is constant, complex and unrelenting.
Active employee involvement increases productivity and profitability.
A flat organisational structure empowers employees. When employees take on a greater role within the organisation, they become more personally motivated to succeed and more active in the organisation.Read More