The Intentional organisation
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The document discusses designing organizations for consistency and innovation. It presents an organizational evolution framework with different building blocks like corporate culture, leadership, business model, strategy, operating model, organization model, purpose, and ecosystem. It emphasizes that organizations need both consistency across these elements as well as intentional design and experimentation to innovate over time. High performing organizations balance all these components in an ideal mix.
The Intentional organisation
- 1. © 2020 Sergio Caredda https://sergiocaredda.eu Designing Organisation between Consistency and Innovation The Intentional Organisation
- 2. © 2020 Sergio Caredda https://sergiocaredda.eu Starting Point Every System is perfectlydesigned to achieve exactly the resultsit gets. -W.EdwardsDeming, 1974
- 3. © 2020 Sergio Caredda https://sergiocaredda.eu ORGANISATION EVOLUTION FRAMEWORK A Visual Map displaying all the Organisation Design Building Blocks Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 4. © 2020 Sergio Caredda https://sergiocaredda.eu Organisational Consistency Many problems in organizational design stemfrom the assumption that organizations are all alike: mere collections of component parts towhich elements of structure can be added and deleted at will, a sort of organizational bazaar. -HenryMintzberg,1981
- 5. © 2020 Sergio Caredda https://sergiocaredda.eu BUSINESS MODEL Definition: Whatyou areoffering, howandtowhom. Critical Element: VALUE PROPOSITION Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 6. © 2020 Sergio Caredda https://sergiocaredda.eu STRATEGY Definition: Direction andScopeoverthenextperiodoftimetoactivate thebusiness model. Critical Element: STRATEGICCHOICES Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 7. © 2020 Sergio Caredda https://sergiocaredda.eu OPERATING MODEL Definition: Thecollection oftacticalcomponents(Systems, Processes, People,Technology)todelivertheStrategy. Critical Element: VALUE DELIVERY CHAIN Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 8. © 2020 Sergio Caredda https://sergiocaredda.eu Definition: Workthat isdoneacross theOperatingModeltoensure the Strategictargets areachieved. Critical Element: DEFINITION OFWORK Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem ORGANISATION MODEL
- 9. © 2020 Sergio Caredda https://sergiocaredda.eu LEADERSHIP Definition: Approachthatconstantly evolvesalltheorganisation buildingblocks,drivingstrategy execution through the people. Critical Element: INTENTIONALDESIGN Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 10. © 2020 Sergio Caredda https://sergiocaredda.eu PURPOSE Definition: Driving force, fuel,bondthatpullstheorganisation together topursuemeaningful interactions with the outsideworld. Critical Element: DEFINITION OFVALUE Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 11. © 2020 Sergio Caredda https://sergiocaredda.eu CORPORATE CULTURE Definition: Patterns andimplicitagreements thatdeterminehowthe organisation operates. Fattore Critico: CONSISTENCY Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 12. © 2020 Sergio Caredda https://sergiocaredda.eu ECOSYSTEM Definition: Thenetwork ofexternal relationships thattheorganisations livesin. Critical Elements: SUSTAINABILITY Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem
- 13. © 2020 Sergio Caredda https://sergiocaredda.eu AnExample Scaling Agile Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem Corporate CultureCorporate Culture Leadership Business Model Strategy Operating ModelOrganisation Model Purpose Ecosystem Many Organisations Think of Agile only Here. It’s how the so called Spotify Model is often applied and implemented. But the Reality is that what works well at Spotify is the Consistency between these elements A Customer Focused Business Model A Clear Strategy of Technology and Content innovation A consistent set of operations (e.g. the Release Cycle of Technology) A Culture focused on Engineering A Distributed Leadership Model (Through Agile Coaches) An Integrated Ecosystem embedded in the Strategy An Organization Model loosely based on Scrum, reinterpreted to what is needed in the Organisation. A Shared Purpose that guarantees alignment
- 14. © 2020 Sergio Caredda https://sergiocaredda.eu An HR Point of View on Digital Transformation 01 02 03 DIGITAL TRANSFORMATION 01 - Strategy & Investment • Vision of a digitally enabled Organization • Coherent business strategy • Investment capital & plan to invest in digital systems and capabilities 02 - Organizational Alignment • Alignment around vision and why change is necessary • Operating Model • Organization • Compensation 03 - People & Talent • Culture & Behaviors • Ways of Working • Talent • Hiring & Retention • Career Paths 14
- 15. © 2020 Sergio Caredda https://sergiocaredda.eu Organisational Intentionality Whenpeople feel comfortable and confident, when we understand how things work,whenwe can movethrough the organisation and the ecosystem seamlessly without needing to learn or figureit out, when everybody understands a shared concept of Value, and the role of Work is grasped by all, thenwe’ve reacheda status of Intentional Design.
- 16. © 2020 Sergio Caredda https://sergiocaredda.eu Organisation Evolution The Intentional Organisation High EntropyLow Entropy NEGANTROPIC ORGANISATION ENTROPIC ORGANISATION • Robust • Speed • NonFocused • Magmatic • De-Structured • Fragile • Slow • Rational • Insular • Over-Structured INTENTIONAL ORGANISATION • Anti-Fragile • Agile • Consistent • Integrated • Right-Structured Awareness Meaning Experimentation
- 17. © 2020 Sergio Caredda https://sergiocaredda.eu Intentional Design is an Act of Deliberateand Purposeful Leadership
- 18. © 2020 Sergio Caredda https://sergiocaredda.eu ORGANISATIONAL AWARENESS CYCLE Every organisation moves in between cycles of Emergent Design andcycles ofIntentional Design. Intentional DesignEmergentDesign EntrepreneurialPhase ContaminationPhase BureaucraticPhase CompliancePhase ConsistencyPhase ExperimentationPhase Organisational Awareness
- 19. © 2020 Sergio Caredda https://sergiocaredda.eu TheKeyIngredients A Necessary, Continuous Tension Coherence Allelementsneedtoexist together Obsession Everyelementneedstobe deliberateandintentional Ambiguity Innovationandanti-fragility emergefromasystemthat livesonitsparadoxes. Truth There’snoabsolutetruth, youneedtofindyour specifictruthandbe intentionalanddeliberate inpursuingit.
- 20. © 2020 Sergio Caredda https://sergiocaredda.eu 1 2 3 4 5 6 7 8 1 Value Proposition Whatmakes usUnique? 2 Strategic Choices WhatareourPriorities? 3 Value Delivery Chain How dowecreateValue? 4 Definition of Work How dowegetthingsdone? 5 Intentional Design Howdowestitchitalltogether? 6 Definition of Value WhatisourdefinitionofGood? 7 Consistency How dowemakeitwork? 8 Sustainability How doweknow itwilllast? Critical Elements The Mix PERFORMANCE
- 21. © 2020 Sergio Caredda https://sergiocaredda.eu Organisational Performance OptimalPerformance is achieved when all Organisational Components are balanced in an ideal Alchemy, that develops a positive tension with the ecosystem. To achieve this a deliberate practice must be createdaround noticing, making sense and experimenting, allowing the organisation toadaptand evolve over time.
- 22. © 2020 Sergio Caredda https://sergiocaredda.eu Redefining Innovation Innovation is the capability of the entireorganization to become an adaptive part of the ecosystem, able to deliver distinctive and sustainable Value(s) to all its Stakeholders for prolonged periods of time. This is achieved by constantly innovating products, services and the organization itself.
- 23. © 2020 Sergio Caredda https://sergiocaredda.eu Keep in Touch MyBlog: https://sergiocaredda.eu MyNewsletter: https://sergiocaredda.eu /newsletter Linkedin : https://www.linkedin.com/in/sergiocaredda/ Twitter: @sergiocaredda
Editor's Notes
- What are we talking about today? Digital Transformation as a comprehensive topic is obviously not the point of today's meeting Strategy & Investments, Organizational design, etc are not part of the scope today. Today, we are simply focusing on the People & Talent piece of the transformation That said, it isn't just talking about people; Culture & behaviors, ways of working, hiring and retention are things that HAVE to be in harmony to be successful in our transformation, and so there will be a fair amount of discussion on those topics before we get into talking about individuals. It is important that we are on the same page as to the direction those pieces are headed, so that we can talk about talent succeeding in that context- otherwise we are again matching people to something we don't understand. So it may feel like we are spending too much time discussing culture and ways of working, but you have to know that to effectively discuss the talent.Â