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Designed organisations … and informal networks

Designed organisations … and informal networks. What we can agree …. If we do not innovate and challenge our traditional methods ourselves, someone else will re-invent our business - and even take our market share

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Designed organisations … and informal networks

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  1. Designed organisations … and informal networks

  2. What we can agree … • If we do not innovate and challenge our traditional methods ourselves, someone else will re-invent our business - and even take our market share • The environment is very volatile - and that means we have to keep changing - constantly • Running an organisation today is very hard!

  3. Key concerns … • The critical need: • To have an effective strategy • To develop an organisation that is capable of delivering that strategy • To capitalise on our key asset – our people, their know-how and motivation • For control

  4. How we often respond … • We DESIGN our organisation and its key structures and processes • We recruit talented people, monitor their performance and then invest in developing their skills further • We research the market and develop our strategy

  5. What this actually means … • DESIGN is about providing stability, repeatability and predictability • Designed organisational structures distribute power – to make decisions about resources • Designed organisational processes distribute tasks – to create coherence • We tell talented people to deliver the strategy that WE have created

  6. What comes next … • When we realise the world is unstable and unpredictable, we tell talented people they must innovate. In other words … • … we tell them to create instability, unrepeatability and unpredictability … • … within a system designed to produce the exact reverse … • … and then complain when they don’t deliver!

  7. What then develops … • Talented people care about customers, quality, and the long-term success of the organisation • Talented people want to innovate – it is a satisfying expression of their talent • Self-organising informal networks innovate ways around designed-in constraints … • … and distribute influence to get their added-value decisions made and implemented

  8. How we then respond … • We conclude that the design of our structures and processes must be at fault • We invest physical, intellectual and emotional energy in re-designing structures and processes that do not exist in reality • We run change programmes that rely on exhortation to try to change behaviour • We decide the values people need – and communicate them – more exhortation!

  9. There is another way … • Recognise that self-organising groups are a reality – informal networks exist – they are how the work actually gets done • Create the conditions for innovation – it cannot be commanded, but it can be enabled • Replace detailed prescriptive rules by simple guidelines – complex adaptive strategies beat malicious obedience every time! • Emergence is not disorder or scary – it’s fun, and just a different type of order!

  10. Thank you For more information, please contact Informal Networks at: http://www.informalnetworks.co.uk/html/contact_us.html

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