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 MoreTalking 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 MoreFor 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 MoreFlatter 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 MoreIs 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 MoreIn 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 MoreIt was refreshing to read the 4 Change Management Trends in 2020 by Tim Creasey, Chief Innovation Officer at Prosci.
I wonder if you are seeing the same four trends that the 1,778 change practitioners told Prosci?
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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 MoreThis 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 MoreWell 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 MoreTotal 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 MoreEmployee engagement means that employees have choices and work towards the success of the organisation. They are actively involved and enthusiastic about their work and the workplace.
A hierarchical structure can disempower employees. A flatter structure provides more opportunities for employees to be involved in decision-making processes and therefore they are increasingly motivated and engaged. Employees have more autonomy.
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People like me have been banging on for eons about the need to focus on the people side of change.
But that drum is now getting louder.
The reason is that the landscape has changed.
Read more in my article over at IT Chronicles
Read MoreEarlier this week I delivered a Masterclass at Convergence 2018. Convergence Australia is Asia-Pacific’s only dedicated change management conference.
I highly recommend it. It was a well spent 2 days.
My Masterclass was entitled ‘Game On!’ I explored the world of organisational change that we now live in which is volatile, uncertain, complex and ambiguous (VUCA).
We looked at why the traditional linear approaches to organisational change management (OCM) no longer work in that world and how we have to make a fundamental change in those approaches and in our mindset.
In the world of organisational change management, practitioners have a ream of tools at their disposal.
They have served us well. They were hammers for nails.
Today, however, is a different story.
I am observing, across many organisations, practitioners struggling to use those tools in a landscape that is fundamentally changing.
Read MoreNever has the need for innovation been more important than it is today.
Organisations with a flatter structure tend to be much more innovative. If innovation is strategically important to you, you need to be flat(ter).
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Talking with Dr. Jen Frahm about whether organisational change management is broken, how we need to adapt OCM to be more agile, how do we 'agile-ise' our practices, the Agile Leadership Program, and Jen's book 'Conversations of Change.
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Talking with Lena Ross from #changehacks about 'Language and Learning for Agile Change'
Read MoreThe flat organisational model promotes employee involvement through decentralised decision-making. It elevates the level of responsibility of front-line employees and eliminates unnecessary layers of management, resulting in comments and feedback reaching all of the personnel involved in decision-making more quickly.
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