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5 episodes with organization design
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2 episodes with organization design
2 episodes with organization design
2 episodes with organization design
2 episodes with organization design
2 episodes with organization design
2 episodes with organization design
16 episodes with organization design
Send us a textToday's guest is Phanish Puranam, INSEAD Professor and author of Re-Humanize: How to Build Human-Centric Organizations in the Age of Algorithms. He's the perfect guest to discuss how AI is transforming—not just tasks—but the very DNA of how organizations operate.Here's what you'll learn:Why the future of AI in business isn't about job replacement, but organizational redesignHow AI is turning from tool to teammate, and what that means for leadership and decision-makingWhat "bionic organizations" are—and how companies can blend algorithms and humans without crushing autonomy or purposeWhy algorithmic bureaucracy might quietly become the most dangerous workplace trendHow poor implementation of AI threatens to destroy learning cultures and employee agencyThe four pitfalls of AI adoption most companies fall into—and how to avoid themA framework for designing AI systems that enhance human competence, not erode itWhy employees—not just executives—should shape the future of AI-powered workAbout our guest: Phanish Puranam is the Roland Berger Chaired Professor of Strategy & Organization Design at INSEAD, where he also leads the Organizations & Algorithms research initiative. With a career focused on the science of how organizations work—and how they change—he brings a deeply research-backed, globally informed perspective on the next phase of AI's workplace evolution.
In this episode of Grow a Small Business, host Troy Trewin interviews Mark LaScola, founder of On The Mark, a professional services firm specializing in organization design. Mark shares his 35-year journey, growing from a spare bedroom startup to a team of 40, culminating in a 2024 acquisition. He reveals insights on balancing leadership, resilience, and team collaboration. Mark also discusses the importance of documenting processes for scaling success. Don't miss his advice on creating sustainable change and staying agile in business. Why would you wait any longer to start living the lifestyle you signed up for? Balance your health, wealth, relationships and business growth. And focus your time and energy and make the most of this year. Let's get into it by clicking here. Troy delves into our guest's startup journey, their perception of success, industry reconsideration, and the pivotal stress point during business expansion. They discuss the joys of small business growth, vital entrepreneurial habits, and strategies for team building, encompassing wins, blunders, and invaluable advice. And a snapshot of the final five Grow A Small Business Questions: What do you think is the hardest thing in growing a small business? Mark LaScola believes the hardest thing in growing a small business is perseverance. He highlights the challenges of getting up every day, coping with ambiguity, and consistently putting one foot in front of the other despite setbacks. Mark emphasizes the importance of resilience, maintaining health, and finding ways to handle the psychological and physical demands of running a business over time. What's your favourite business book that has helped you the most? Mark LaScola's favorite business books include "Good to Great" by Jim Collins, "The Learning Organization" by Peter Senge, and Edgar Schein's works on process consultation. He also admires early communication works by Virginia Satir, which have profoundly influenced his approach to leadership and organizational design. Are there any great podcasts or online learning resources you'd recommend to help grow a small business? Mark LaScola recommends exploring a variety of podcasts and online learning resources to grow a small business. While he doesn't focus on any single resource, he values content on economics, behavioral science, and creative industries for diverse perspectives. Mark avoids overly popularized shows and prefers podcasts with substance and actionable insights, such as those focusing on behavioral economics, leadership, and business strategy. He believes branching out beyond one's industry can spark valuable ideas and foster innovation. What tool or resource would you recommend to grow a small business? Mark LaScola emphasizes the importance of listening to your customers and adapting your products or services based on market trends and feedback. While he doesn't highlight a specific tool, he recommends mastering strategic planning and understanding how to anticipate and respond to changes in the marketplace. He believes these skills are essential for staying competitive and fostering sustainable business growth. What advice would you give yourself on day one of starting out in business? Mark LaScola's advice for starting out in business revolves around resilience, passion, and adaptability. He emphasizes following your instincts and staying focused on your vision, even amidst uncertainties. Challenges are inevitable, but they teach resilience and the importance of solving problems early to create options. Building a strong support system is essential for navigating tough times, while celebrating small wins helps maintain momentum. Above all, he encourages staying grounded, planning for the unexpected, and embracing the unpredictable nature of entrepreneurship. Book a 20-minute Growth Chat with Troy Trewin to see if you qualify for our upcoming course. Don't miss out on this opportunity to take your small business to new heights! Enjoyed the podcast? Please leave a review on iTunes or your preferred platform. Your feedback helps more small business owners discover our podcast and embark on their business growth journey. Quotable quotes from our special Grow A Small Business podcast guest: Follow your passion, but stay grounded and ready for the unexpected – Mark LaScola Success begins with listening to your customers and adapting to their needs – Mark LaScola Resilience is the key to navigating the inevitable challenges of business – Mark LaScola
Send us a textIn this conversation, Jardena London—an Agile practitioner and author—discusses the concept of creating “soulful” organizations. Drawing on her background in software development, Jardena noticed that the real challenges weren't purely technical; instead, they stemmed from how people and teams work together.She highlights three core conditions for soulfulness in any organization:Dignity – Ensuring people are treated with respect, rather than being forced to earn basic self-worth through work.Creativity – Making space for genuine problem-solving and innovation, as opposed to purely transactional or process-driven work that drains energy.Human Connection – Fostering collaboration and openness instead of merely relying on rigid handoffs and “automated” communication.Jardena contrasts these elements with environments that “crush the soul,” where strict processes, ego-driven leadership, or lack of trust discourage creativity and honest dialogue. She believes leaders have a key role in setting conditions: by becoming more self-aware, staying curious (especially in high-stakes situations), and listening actively, they can reduce friction and remove obstacles for their teams.From an organization design perspective, Jardena advocates looking at formal structures, processes, and policies—like budgeting or performance reviews—and asking how they might be unintentionally stifling dignity, creativity, or connection. Then, leaders should revisit the original purpose of these processes and rebuild them in ways that restore or enhance soulfulness.Ultimately, Jardena's message is that while efficiency and outcomes matter, they are achieved more sustainably when leaders and teams operate with humanity at the forefront—creating organizations where people's energy and creativity can flourish.Support the show
Brainfood Live On Air - Ep278 - Hiring in the Gulf States in 2024 & Beyond Over the past 24 months there is been no region on the planet more dynamic and exciting than the Gulf. For decades a commodity / resource economy dominated by the Oil industry, in recent years we have seen huge changes at every level of society, government and industry as the Gulf States seek to reinvest trade surplus into green tech, tech innovation, AI, satellite & space tech, tourism, architecture and the rest. I'm delighted to be in Dubai for the week, where I'll be spending at least some of the time talking Brainfood Live. - What are the key challenges hiring in the Gulf in 2024? - How has this changed since 2023? - What techniques have proven useful? - What are the major legislative and cultural considerations when hiring in the Gulf? - Key industry sectors: - Key labour shortages: - How does talent acquisition work? - What do candidates expect from a hiring process? - How are TA teams typically structured? - What is the relationship with agencies, job boards? - What do recruiters need to know to succeed in the Gulf? All this and more on Brainfood Live On Air. We're with Javeed Khan, Director Levant Cluster, (KPMG), Zahia T. Abu Ali, Head of Talent Acquisition & Talent Management, Myriam Dimitriou, Head of Talent Management, Acquisition and Organization Design, General Commercial Gaming Regulatory Authority - GCGRA & Matt Hesketh, Regional Head of Resourcing & Onboarding MENAT (HSBC) & friends We're on Wed 23rd October, 12pm GST Follow the channel here (recommended) and click on the green button to register for this show. Ep278 is sponsored by our friends RL100 Middle East RL Middle East is the leading Peer Network for Senior In-House Talent Acquisition Leaders in the region. Now in its second year, RL Middle East has an active membership of over 90 members from leading global and regional organisations, both from the public and private sector. We operate a strict membership policy which ensures the correct level of seniority of members and a closed door forum, meaning discussions can be held without judgement.
Unlocking the Future of Organizational Design: In this episode from the Org Design Festival, experts Joemmy Ramirez and Mary Selden, join Podcast hosts Tim Brewer and Amy Springer, explore the art and science of developing effective organizational design functions within large organizations. They discuss unconventional career paths and innovative approaches to modern organizational challenges, along with the crucial elements for reshaping and future-proofing organizational structures. Joemmy and Mary provide invaluable advice for leaders, highlighting the importance of adaptability, strategic foresight, and the evolving role of technology in organizational design.Support the show
Why is organizational design much more than org charts and who reports to whom?How can HR guide, facilitate and drive effective an organizational design process? My guest on this episode is Amy Kates who is organizational design expert and author of five books on the subject. During our conversation Amy and I discuss: Why the purpose of organizational design is to design human behavior at scale Why matrix organizations are set up for good conflict and how best to manage it The six business problems that leaders seek to solve through organizational designWhy organizational design is not about org charts and who reports to whom The role that HR leaders should play and not play in the organizational design process.Advice for HR leaders who are about to start an organizational design projectConnecting with Amy Kates: Connect with Amy Kates on LinkedInLearn more about Amy's work at Operating Model & Organization Design LinkedIn pageEpisode Sponsor: Elevate by Future of HR - Reserve your spot now to learn from 22 top HR thought leaders.Next-Gen HR Accelerator - Learn more about this best-in-class leadership development program for next-gen HR leaders
Today's conversation focuses on building scalable hiring processes as your org grows and creating systems that promote operational excellence, featuring Stephen Poletto, CTO @ Lattice. He shares examples of how they introduced & scaled their hiring processes to better articulate employee value propositions, implement experience differentiators, and created hiring rubrics & loop documentation. Stephen also reveals strategies for defining what operational excellence looks like within your org, how certain rituals impact company psychology / behavior, and steps for ending & replacing rituals that are no longer working. Additionally, we dissect frameworks for adding incentives within your eng org that improve organizational impact – and how to avoid bad incentives.ABOUT STEPHEN POLETTOStephen Poletto is the Chief Technology Officer at Lattice, where he leads the company's product development, and where he scaled the engineering team from 20 to 150 team members. Stephen began his career at Apple before spending eight years building and growing technical teams at Dropbox. Stephen has had the opportunity to incubate new products such as Dropbox Carousel and Dropbox Paper, and also work on at-scale products such as the Dropbox mobile app and Dropbox's platform infrastructure. Stephen lives in San Francisco. In the winter, you can find him snowboarding in the mountains."Even very simple things like a candidate's been in back to back interviews. You hop on. 'Hey, how are you? Do you need a five minute break?' We would train interviewers on some of those tactics, right? At the beginning of the call, set the agenda. ‘We're going to spend this amount of time on these topics. We're going to spend this amount of time to give you space to ask questions of me.' Now the candidate knows what to expect. They're put at ease. It's simple stuff but it really colors the way that people feel about the interview itself. What kind of feeling do they have about the company coming out of it?”- Stephen Poletto Join us at ELC Annual 2024!ELC Annual is our 2 day conference bringing together engineering leaders from around the world for a unique experience help you expand your network and empower your leadership & career growth.Don't miss out on this incredible opportunity to expand your network, gain actionable insights, ignite new ideas, recharge, and accelerate your leadership journey!Secure your ticket at sfelc.com/annual2024And use the exclusive discount code "podcast10" (all lowercase) for a 10% discountSHOW NOTES:Stephen's primary goal when he first joined Lattice (3:15)Steps for building out a systematic & repeatable hiring process (5:51)Defining & articulating employee value propositions during the hiring process (8:00)Strategies for presenting company culture via hiring / onboarding (10:21)Hiring experience differentiators & how to make them the norm (13:27)Training the engineering team on how to effectively hire (16:53)Stephen's process for creating a hiring rubric & loop documentation (20:06)How hiring systems can be tweaked / evaluating current hiring needs (22:20)Identifying what operational excellence means for your org (24:22)Rituals / dilemmas to focus on that influence psychology & behavior (26:13)Examples of ending & replacing processes / operations (29:58)Signals that a ritual is no longer serving your needs (32:12)Frameworks for applying incentives / rewards within an eng org (34:57)Navigating the balance between output vs. input (38:57)First steps toward better organizational impact & avoiding bad incentives (41:07)Rapid fire questions (43:37)LINKS AND RESOURCESProduct-Led AI - Greylock partner and former product builder Seth Rosenberg talks with founders about their inspiration and process to build, test, and continually reimagine how AI and humans work together.The Holloway Guide to Equity Compensation - Stock options, RSUs, job offers, and taxes—a detailed reference, including hundreds of resources, explained from the ground up, for both employees and managers.Steve Bartel's blog - Steve Bartel is the co-founder and CEO of Gem. Prior to founding Gem, Steve was an engineering leader at Dropbox where his experience working closely with the recruiting process allowed him to see the lack of technology in the space. This inspired him to co-found Gem, which allows recruiting teams of all sizes to source talent, engage with talent, and use data to improve recruiting processes.This episode wouldn't have been possible without the help of our incredible production team:Patrick Gallagher - Producer & Co-HostJerry Li - Co-HostNoah Olberding - Associate Producer, Audio & Video Editor https://www.linkedin.com/in/noah-olberding/Dan Overheim - Audio Engineer, Dan's also an avid 3D printer - https://www.bnd3d.com/Ellie Coggins Angus - Copywriter, Check out her other work at https://elliecoggins.com/about/
We are concluding our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide.NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about
We are continuing our conversation with Jurgen Appelo on Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide. NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about
We are kicking off our new season with Jurgen Appelo. Our conversation with Jurgen centers around Versatile Organization Design using the unFIX Model, a pattern library that he authored. The unFIX Model is a simple toolbox that helps you with versatile organization design. It facilitates gradual change, dynamic teams, and an important role to play for managers. The pattern library is inspired by innovative companies, including Haier and Tesla, various agile scaling frameworks, and books such as Team Topologies, Dynamic Reteaming, and Organization Design.Jurgen is the founder of the Agile Management Company and the author of several best-selling books, including Management 3.0 and Startup, Scaleup, Screwup. With a background in computer science and management, he has been instrumental in transforming countless businesses worldwide. NOTE: The book that Jurgen Appelo refers to in the podcast is Networked, Scaled, and Agile: A Design Strategy for Complex Organizations by Amy Kates, Greg Kesler, et al. Visit us at https://www.ouragiletales.com/about
Découvrez le modèle UNFIX dans cet épisode du Sprinker avec Thomas Moreau. UNFIX est une boîte à outils simple et efficace destinée à concevoir des organisations polyvalentes. Facilitant le changement progressif, la dynamique d'équipe, et renforçant le rôle des managers, UNFIX s'inspire de compagnies innovantes telles que Haier et Tesla, divers cadres agiles, et des ouvrages tels que "Team Topologies", "Dynamic Reteaming", et "Organization Design". Plongez dans les principes qui permettent de construire et d'adapter votre organisation de manière ludique et engageante, et voyez comment UNFIX peut transformer votre approche de la conception organisationnelle. 0:00 - Introduction 3:37 - UNFIX - C'est quoi? 6:34 - Bâtir son organisation comme nous avons envi de la bâtir 7:44 - UNFIX et Team Topologies 10:45 - Comment enclencher un UNFIX dans son organisation? 13:44 - UNFIX et les cookies! 19:08 - UNFIX et les modes de collaborations inter-équipes 20:38 - Mode Projet vs. Produit 22:05 - UNFIX SAFe - UNFIX Scrum - UNFIX LeSS… 23:35 - UNFIX et les croyances fondamentales de l'organisation 27:10 - Se débarrasser des “job titles” 29:19 - Où se procurer les cartes UNFIX 31:55 - Conclusion ------------------------------------------ Comme coachs agiles, nous sommes entourés de talents incroyables sur l'agilité et il est grand temps qu'on se dote d'un podcast et partager avec vous cette mine d'or de connaissances. Bonne écoute!
Sonny Moyers has been a real estate agent since 1971. Based out of the Dallas Fort Worth area, he's a top 1% agent in Texas for many years in his career. He was named by D Magazine as "Best In Dallas" for sixteen straight years. He is President of The Renaissance Group, a real estate brokerage, consulting, and publishing company. He authored the book "The Architecture of The Real Estate Practice", which is a thorough reference book that encapsulates all that he's learned in the field of real estate, while mixing in his perspective with his Masters in Psychology, emphasizing in Human Behavioral Theory, Interpersonal Communications Theory, Organization Design, and Research Methods. His focus has been "I don't sell homes. I solve problems and provide solutions to problems."Follow Sonny:https://sonnymoyers.com/https://www.linkedin.com/in/theodeamoyersgroup/SUBSCRIBE IF YOU'RE LOOKING TO BUILD WEALTH THROUGH OPPORTUNITIES IN THE REAL ESTATE INDUSTRY ✅ http://relfreedom.tvGET STARTED INVESTING TODAY AND ACCESS OUR DEAL LIST!
STR "Meet the Scholar" Podcast - Strategic Management Division
The STR DistinctivenessDialogue Series will focus on the overlaps and distinctions between the Strategic Management (STR) and complementary domains. This 1.5 hour panel discussion will focus on how scholarship in organization design helps answer fundamental questions in strategy (such as the ones in Rumelt, Schendel, Teece), and whether (when) design decisions are strategic decisions (for example, using the ideas in "what is a strategic decision" article in strategy science by Leiblein, Reuer and Zenger). The panel identify core research topics and opportunities for cross pollination between organization design and core strategy topics. The panelists are John Joseph, UC Irvine Dan Levinthal, Wharton Phanish Puranam, INSEAD Todd Zenger, Utah (c) STR - Strategic Management Division - AOM
his episode explores:Why organization design has become so important to chief supply chain officers (CSCOs). (1:15)Reasons for the recommended shift away from centralization and decentralization. (2:35)Examples of integration in real supply chains. (4:29)An overview of the six supply chain “archetypes” — that is, distinct ways supply chains organize themselves through integration and differentiation. (7:53)Recommendations for redesigning supply chain organizations. (15:28)Host Caroline Chumakov and Gartner Senior Research Director Alan O'Keeffe dive into supply chain organization redesign through the lens of integration and differentiation. They discuss six supply chain “archetypes,” frameworks that supply chain leaders can use to cleanly evaluate their enterprise's reporting lines, leadership, scope of work and more, as they design fit-for-purpose supply chains. Caroline and Alan also explore pitfalls prevalent in traditional “centralization versus decentralization” supply chain organization design, specifically its polarized, all-or-nothing approach. Finally, they close the show with recommendations for supply chain leaders pursuing supply chain organization design by offering the six archetypes as a starting point.
Clay Parker Jones returns to an all new Real Famous. In his past life, he was Managing Director at Undercurrent, Co-Founder at August, and Executive Director of Organization Design at R/GA. He is now Managing Partner and Chief Strategy Officer for one of Fast Company's most innovative companies of 2023, Black Glass. Show notes redacted.
“Hva kjennetegner endringsdyktige organisasjoner?” Det er få som er bedre skikket til å diskutere dette enn kombinasjonen av Førsteamanuensis på BI, Vegard Kolbjørnsrud, og Agilpoddens Erik Hultgren og Dick Lyhammar.Vi diskuterer og får svar på hva som skjer når du samler masse mennesker rundt komplekse mål? Hva er viktig å huske på når en ønsker seg en endringsdyktig organisasjon?Hvordan kan vi designe organisasjoner som er fleksible, og hvordan kan det se ut? Og ikke minst, hva skjer i et selskap dere alle kan trives og være seg selv? Og hvordan bør vi egentlig lede kunnskapsmedarbeidere?Vegard Kolbjørnsrud sin research er publisert i mastodonter som Harvard Business Review, Strategic Organization, and Journal of Organization Design og her hjemme blir han ofte intervjuet og sitert i aviser som Dagens Næringsliv og Kapital. Vegard suppleres av Agilpodden's Erik Hultgren & Dick Lyhammar. Erik og Dick har hatt Agilpodden i 7 år og snakket med et hav av interessante mennesker og diskutert viktige og interessante temaer. På siden jobber Erik som Engineering Manager i Spotify og Dick som IT Direktør hos Scania. Kanskje du kunne tenke deg en Smidigpodden kopp? Eller en snasen t-skjorte kanskje? Sjekk ut https://smidigpodden.shopTusen takk til våre partnere som gjør Smidigpodden mulig, Sparebank1 Utvikling, Capra og Gnist.Sparebank1 Utvikling: https://sparebank1.dev/ Capra: https://www.capraconsulting.no/ Gnist: https://gnist.as/
LEN'S BIO Leonard (Len) Schlesinger is one of the few people in the world that has been at the top of the game in two worlds, academia and business. He is one of the most prolific business thinkers and doers at Harvard where he is in equal parts beloved and respected and has had a decades long career at the top echelons of where leadership and influence are taught and exerted. Len is Baker Foundation Professor at the Harvard Business School where he serves as Chair of the School's Practice based faculty and faculty Chair of the MBA Field Global Immersion program. He served as a member of the HBS faculty from 1978 to 1985, 1988 to 1998 and from 2013 to the present. During his career at the School he has taught MBA and Executive Education courses in Organizational Behavior, Organization Design, Human Resources Management, General Management, Neighborhood Business, Entrepreneurial Management, Global Intelligence, Leadership and Service Management in MBA and Executive Education programs. Throughout his career Professor Schlesinger has transitioned between academic and managerial roles in education and business settings. He served as President of Babson College from 2008-2013, held a number of key executive and operating positions (ending as Vice Chairman and Chief Operating Officer) at Limited Brands (later L Brands) from 1999-2007, was a Professor of Sociology and Public Policy and Senior Vice President and Counselor to the President at Brown University from 1998-1999, and was Executive Vice President and Chief Operating Officer at Au Bon Pain from 1985-1988. Len currently serves on the board of directors of RH, Inc. (Chair of Compensation Committee) and DP Acquisition Corporation. He also serves as an advisory council member of Goldman Sachs' 10,000 Small Businesses Initiative, and as a member of both the Council on Competitiveness and the Council on Foreign Relations. “Teaching is my primary learning opportunity.” EPISODE OUTLINE (00:00) - Introduction (00:38) - Bio (01:40) - Brooklyn tough, holocaust survivor progeny (02:28) - In and out, seamless transitions; $19 (06:05) - Questions > answers; teaching = learning (08:54) - Running Babson; an ecosystem of stakeholders (11:10) - HBS & AI; growth mindsets for the win (13:47) - Lightning round (14:28) Outro LEN RELATED LINKS Len's HBS Profile Interview: Purpose and Happiness Books and Full CV, Publications Len's Last Lecture as Babson President Restoration Hardware (RH) Board Len's Wikipedia GENERAL INFO| TOP OF THE GAME: Official website: https://topofthegame-thepod.com/ RSS Feed: https://feed.podbean.com/topofthegame-thepod/feed.xml Hosting service show website: https://topofthegame-thepod.podbean.com/ Javier's LinkTree: https://linktr.ee/javiersaade & Bio: https://tinyurl.com/36ufz6cs SUPPORT & CONNECT: LinkedIn: https://www.linkedin.com/showcase/96934564 Facebook: https://www.facebook.com/profile.php?id=61551086203755 Twitter: https://twitter.com/TOPOFGAMEpod Subscribe on Podbean: https://www.podbean.com/site/podcatcher/index/blog/vLKLE1SKjf6G Email us: info@topofthegame-thepod.com THANK YOU FOR LISTENING – AVAILABLE ON ALL MAJOR PLATFORMS
We're continuing to search our vault for older episodes that previously went viral. We are putting them through the rigor of our new show's format. On this remastered episode you get to meet Ron Carucci, serial bestselling author, managing partner at Navalent, and prolific contributor to the Harvard Business Review. He has a 30-year track record helping organizations articulate and execute strategies that lead to accelerated growth. In this episode, Ron shares two examples that demonstrate how he uses organization design to encourage clarity-driven innovation. He also discusses the three ways to organize work and explains why your company's business infrastructure (i.e., your work, your people, and your technologies) must be integrated to stay ahead. When it comes to innovation, discover what Ron means when he says, “Fail fast doesn't mean pray and spray,” and heed his warning for founders and executives who suffer from “EBITDA addiction” and rush to market without due diligence.
This episode of Planning Aces features the FP&A insights and commentary of CFO Dev Ahuja of Novelis, CFO Alex Triplett of Appfire and CFO Rick Rosenthal of Clara Analytics. One of the key topics co host Brett Knowles drills down on is the difference between complicated and complex problems. Brett uses the examples of manufacturing a car, which is complicated, and raising a child, which is complex. The distinction is crucial in understanding how to approach problem-solving in an organization. While complicated problems can be solved with the right formulas or spreadsheets, complex problems require more. They demand strong interpersonal relationships and effective communication. It's not just about having the right tools or processes, but also about having the right people who can use these tools effectively. Planning Ace CFO Dev Ahuja brings some perspective on the role of people in finance transformation. CFO Ahuja shared insights into the structure of his finance organization at Novelis. Despite being well-established, the organization needed a renewed focus on the role of finance in driving decisions and adding value. Dev emphasized the importance of finance being a thought partner and actively shaping strategy. He also highlighted the need for a strong talent pipeline and succession planning. This ensures the organization has the necessary depth of talent to drive its vision forward.
This episode of Planning Aces features the FP&A insights and commentary of CFO Dev Ahuja of Novelis, CFO Alex Triplett of Appfire and CFO Rick Rosenthal of Clara Analytics. One of the key topics co host Brett Knowles drills down on is the difference between complicated and complex problems. Brett uses the examples of manufacturing a car, which is complicated, and raising a child, which is complex. The distinction is crucial in understanding how to approach problem-solving in an organization. While complicated problems can be solved with the right formulas or spreadsheets, complex problems require more. They demand strong interpersonal relationships and effective communication. It's not just about having the right tools or processes, but also about having the right people who can use these tools effectively. Planging Ace CFO Dev Ahuja brings some perspective on the role of people in finance transformation. CFO Ahuja shared insights into the structure of his finance organization at Novelis. Despite being well-established, the organization needed a renewed focus on the role of finance in driving decisions and adding value. Dev emphasized the importance of finance being a thought partner and actively shaping strategy. He also highlighted the need for a strong talent pipeline and succession planning. This ensures the organization has the necessary depth of talent to drive its vision forward.
Takunda Noha: How to Convince the Organization for Cross-Functional Collaboration to overcome Missing Deadlines and Integration Problems Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, the focus is on the challenges faced in a delivery factory where multiple teams are required to collaborate in order to deliver a feature. However, these teams were siloed and lacked collaboration, leading to missed deadlines and integration problems. The first step was to gather facts and data to identify the causes of delays. The next challenge was to create a vision for a cross-functional team, but faced resistance from other teams. Persistence was key in convincing the organization to adopt a cross-functional approach. Although the team faced initial failures, the advice is to have a thick skin, learn from failures, and try again. To help understand and navigate this type of challenges, Takunda recommends the book is Team Topologies by Skelton and Pais, who have been previous guests on the podcast. As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese. About Takunda Noha Takunda is a seasoned change agent. He specializes in turning dysfunctional teams into high performing teams. You can link with Takunda Noha on LinkedIn.
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第16回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「少年漫画から学ぶ、組織デザイン(3)：マトリクス型組織の理想像？！「フリーザ軍」の組織図を解剖する」というテーマで語りました。 『少年漫画から学ぶ、組織デザイン(3)：マトリクス型組織の理想像？！「フリーザ軍」の組織図を解剖する』の概要 少年漫画から学ぶ、組織デザインシリーズの第三弾。前回は『ドラゴンボール』にフォーカスを当て、「フリーザ軍」をマトリクス組織として捉えた上で、類似する組織の強み弱みや改善策について語った。 『ドラゴンボール』の原作者である鳥山明は、原作制作当時の悪の組織といえば地上げ屋だろうと考え、フリーザを宇宙一の地上げ屋にした。フリーザは、特定の惑星に対して攻め込み惑星を奪い取り、奪い取った惑星を別の宇宙人に対して転売することによって、マージン利益を得ていた。 組織体としては特定の惑星を滅ぼす事業部を複数持つ事業部型組織であり、前回扱ったダイの大冒険と類似するが、異なる点としては横軸の組織が発生しておりマトリックス型組織になっていることだとミナベは指摘する。惑星A、惑星B、惑星Cに所属している特定の宇宙人の戦闘種族に関して、横軸に人材配属しておいてさらに縦軸に配属し直すという動きをしていると述べる。 映画業界で考えると、例えば大企業がM&Aで特定の会社を買収し、ポートフォリオマネジメントで事業連結を行い、所属していた人員を横軸に配属し直して事業部に振り分けていくようなものだとミナベは語る。 またフリーザ軍は、地上げ屋の事業部がそれぞれある中でこれらをまとめる本部組織の運営をフリーザ自身がやっており、どの惑星をを滅ぼして手中に収めていくかといった戦略をしっかり組み立てられていたと指摘する。前回のダイの大冒険のハドラーは、六軍団長を上手く指揮できておらず信頼関係も築けていない課題があったが、フリーダーは本部運営をしっかり行うことによって、事業活動を成功させていたと語る。 組織構造が非常によくできていて集団としてもパフォーマンスがあがっているものの、あえて問題提起をするとしたらサイア人を部下でありながら攻め滅ぼしてしまったということがあげられると指摘する。 サイア人は、組織全体におけるイレギュラー的な存在でパフォーマンスが高いものの組織文化にも悪影響を及ぼしうるため、フリーザは攻め滅ぼし縮小させてしまうという意思決定をした。しかし結局追い出された側が外で独立し力をつけて最終的に攻め込まれてしまう、といった結末になる。 事業モデルと組織モデルが完全にリンクしている状態になってくると、イレギュラー的にそれを破壊しうる存在が生まれると排除したくなる。イノベーションのジレンマという言葉にもあるように、企業と組織がフィットしうまくいってる状態になると、スムーズに成長し続けられても破壊的なイノベーションを起こせなくなる。 フリーザ軍や大企業は、サイア人のようなイノベーティブな存在を生かせるよう、既存の事業の進化と新規事業の探索をできる両利きの経営をつくりあげることを目指すべきだと締めくくった。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『少年漫画から学ぶ、組織デザイン(3)：マトリクス型組織の理想像？！「フリーザ軍」の組織図を解剖する』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第15回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「少年漫画から学ぶ、組織デザイン(2)：ダイの大冒険「魔王軍」はなぜ破れたのか。事業部組織の落とし穴」というテーマで語りました。 『少年漫画から学ぶ、組織デザイン(2)：ダイの大冒険「魔王軍」はなぜ破れたのか。事業部組織の落とし穴『少年漫画から学ぶ、組織デザイン(2)：ダイの大冒険 少年漫画から学ぶ、組織デザインシリーズの第二弾。前回は『鬼滅の刃』にフォーカスを当て、「鬼舞辻無惨の一派」を機能別組織として捉えた上で、類似する組織の強み弱みや改善策について語った。 今回は、『ダイの大冒険』の魔王軍はなぜ破れたのかについて組織デザインの観点から考察する。魔王軍とは、大魔王バーンが掌握する魔王ハドラーを魔軍司令として据えた魔物の軍勢である。 魔王軍には六大の軍団長がおり、それぞれ特定の魔物の集団を率いている。世界制服をするために、それぞれの別々の地域を担当し、各地域を制服するための事業を担っているという捉え方ができることから、魔王軍は事業部組織と捉えられるとミナベは指摘する。 そうした軍団を統括するのが軍魔司令のハドラーであり、事業をそれぞれ複数束ねる本部事業本部としての、役割を担っていると語る。さらにその上にCEO的な役割の大魔王バーンがおり、直属の部門を持っている。 六軍団長はそれぞれよくできており、人間同士が連携しないように優勢に働いていた。一方で6つある事業部を上手く束ねる本部体制がなかなか機能しなかったのが問題だとミナベは指摘する。 地域別の事業群がある中で、それを束ねる本部としては、どこの地域から攻めるのが一番レバレッジがきくか、また財務資本や人的資本、知識資本をどこにどう投下するかを考える必要がある。しかし、ハドラーはリーダーシップをもって六軍団長を指揮できておらず、信頼関係が築けていないがゆえに各軍団長が勝手に暴走してしまうなど連携が取れていないケースがあるとミナベは主張する。 ハドラーが承認欲求が強いがあまり、軍団長のパフォーマンスをあげるより自分がプレイヤーとしてパフォーマンスをあげることを優先するなど、抜擢人事を受けて任せられたもののアンラーニングができずポジションにフィッティングできずにいたと指摘する。その背景には、大魔王バーンの育成支援が不足しており、腹心のミストバーンを管理者としてつけるなど、権限委譲もできていなかったと語る。 同様に、大企業で十分なポテンシャルがあっても、ポートフォリオマネジメントを上手くできず統制取れなかったがために少人数のスタートアップに倒されてしまうというケースはよくあると述べた。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 「魔王軍」はなぜ破れたのか。事業部組織の落とし穴』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第14回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「少年漫画から学ぶ、組織デザイン(1)：鬼舞辻無惨の「鬼の一派」崩壊に見る、機能別組織のバッドパターン」というテーマで語りました。 『少年漫画から学ぶ、組織デザイン(1)：鬼舞辻無惨の「鬼の一派」崩壊に見る、機能別組織のバッドパターン』の概要 以前、マネジメントラジオにて漫画の主人公を通じてリーダーシップを分析するというシリーズを行ってきた。同じ要領で、漫画を原作にした作品を用いながら、組織デザイン上で表すと、登場人物や登場する組織図はどのようになるのか、またそれを改善するとしたらどういったポイントが挙げられるかについて考えたい。 今回は、鬼滅の刃の「鬼舞辻無惨の一派」にフォーカスを当てた。無惨は鬼同士が自分に反抗するのを恐れ連携することを嫌っており、組織化をあまりしていなかったことが物語上で語られている。 実際、組織図で「鬼舞辻無惨の一派」を捉えると、機能別組織に近いのではないかとミナベは語る。CEOが無惨だとすると、機能部門に上弦の鬼部門、下弦の鬼部門、その他鬼部門があり、ユニットが組まれている。この部門を統括している人は無惨以外におらず、すべての鬼をミクロ管理する状態だとミナベは指摘する。 無惨はこの組織を動かすために、実力順に上弦の鬼、下弦の鬼と並べ戦って勝つことができると昇格するというシンプルな仕組みにしている。一方で、鬼同士がギスギスすることでチーム単位での連携ができずチームとして成り立っていない状態だと語り、1人1人は強い力を持っていても組織力は上回らない状態だと述べる。 こうした状況は、初期のスタートアップやオーナー企業では割とよくある例だとミナベは指摘する。CEOが全てのマネージメントを実態的に兼務をしていて、マイクロマネジメントで細かい意思決定まで握っておりデリゲーションができず、また実力主義で人も育ちにくいため組織がギスギスしてしまうと語る。 このような組織を改善するとしたらどうすればよいのだろうか？ミナベは主人公である炭治郎が所属する「鬼殺隊」が参考になると語る。鬼殺隊も基本的には実力主義だが、最高管理者の産屋敷の権限委譲がうまく行っており、また育成の仕組みも整っていると指摘する。また実力がそこまで上がらない人に関しては、例えば医療部隊や後方部隊など、適材適所に配属をすることにより組織のスケーラビリティをあげていると語る。 加えて、鬼を倒すことで世の中をよりよくするのだという理念が全員に浸透しており、この理念に基づいてみんな動いていることが「鬼舞辻無惨の一派」との大きな違いだと述べた。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『少年漫画から学ぶ、組織デザイン(1)：鬼舞辻無惨の「鬼の一派」崩壊に見る、機能別組織のバッドパターン』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第13回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「多角化経営の方策（3）ワークショップ型組織」というテーマで語りました。 事業多角化と人材多様性に付随するハードルを乗り越えるための組織デザインをテーマにした企画。前々回は企業理念に基づきシナジーを生み出すことの必要性について、前回はオールフォーワンでちゃんと協力し合う文化体制を作るための分散と修繕について解説された では組織全体までちゃんと分散と修繕の磨き上げをしながらオルフォーワンで向き合える状態とはどのような組織だろうか？今回はワークショップ型組織について解説する。 数千人規模になると、初期フェーズのときのように車座になって対話すれば全てコンテクストがすり合って協力関係が築き合える、という状態を実現するのは難しい。 とはいえ重要なのは、経営陣と同じ程度に目的をちゃんと磨き込むことが大切だと語り、目的は形骸化しないようにそこに魂をしっかり込めていくべきだと述べる。そのためには、情報統制をするのではなくなるべく情報開示をしていく姿勢が必要だとミナベは語る。 しかし情報開示をすればするほど、メンバーが情報の渦に飲み込まれ取捨選択できない状態が発生しがちだ。その際はすべての情報にキャッチアップしてもらうわけではなく、情報が様々ある中でチームにおいて優先すべき情報はこれであると定義し目的に応じて集中すべき情報を提示してあげることが大事だと語った。 開発においても、昨今ウォーターフォール型ではなくアジャイル開発に注目が集まっている。分業し工程管理通りにかっちりやるのではなく、外部環境の変化に応じて日次、週次、月次で情報を持ち寄って対話をしていくことで結果的にスピーディーに開発できるのがアジャイル開発だ。こうした形の開発も、一種のワークショップ型組織運営だとミナベは指摘する。 ミドルマネジメント層は、ファシリテーターとして振る舞いながら様々なメンバーの強みを活かしたり、理念を探求していくことが重要であり複雑な問いを乗り越える組織デザインの要諦である締めくくった。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『多角化経営の方策（3）ワークショップ型組織』の概要『多角化経営の方策（3）ワークショップ型組織』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第12回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「多角化経営の方策（2）分散と修繕戦略」というテーマで語りました。 『多角化経営の方策（2）分散と修繕戦略』の概要 事業多角化と人材多様性に付随するハードルを乗り越えるための組織デザインをテーマにした企画。前回は企業理念に基づきシナジーを生み出すことの必要性に触れたが、今回はオールフォーワンでちゃんと協力し合う文化体制を作るための分散と修繕について考える。 既存事業の深堀りと新規事業の探索を行う両利きの経営においては、時期や環境に応じて投資先と配分を変える選択と集中が欠かせない。しかし、両利きの経営自体が目的化してしまうと、企業理念との整合性がとれなくなったり部門の目的が形骸化し、結果的にチーム間で軋轢が生じてしまうなどオールフォーワンの姿勢が生まれづらくなるとミナベは指摘する。 こうした状況を乗り越えるためには、理念に基づいた分散と修繕が必要だとミナベは語る。ここで言う分散とは、各部門への分散投資だと述べ、分散投資をする際には投資配分を定期的にチェックし選択と集中の配分を変えるのが必要だと指摘する。 他方修繕とは投資配分を変えることを指すが、配分を変えるだけでは不十分だとミナベは語る。分散をし直す時には、事業長やメンバーに対して過去の投資に対してリフレクションを行った上で、次に何を投資していくのかを組織全体にナラティブに語ることが大事だと述べる。 例えばOKRの設定でも、数百人数千人の会社では形骸化しがちでメンバーにまで意図が正しく伝わっていないケースがよくあると語る。こうした課題に対しては、OKRとナラティブを並行して社内に展開するなど、論理的な理解に偏らせない工夫が海外では行われていると指摘する。 また、ロードマップ経営においても、普段見過ごされがちな実践に対するリフレクションや互いのナラティブを汲み取ったり暗黙的な部分も含めて開いていくことで修繕活動を行うことが大事だと語る。 組織学習とは、目的設定だけではなく企業の目的や理念のリデザインに応じながら、組織全体の行動習慣がしっかり変わっていくことだとミナベは語る。組織学習を行うには分散と修繕の営みが大切だと締めくくった。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『多角化経営の方策（2）分散と修繕戦略』の概要『多角化経営の方策（2）分散と修繕戦略』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第11回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「多角化経営の方策（1）事業多角化による理念の実現」というテーマで語りました。 『多角化経営の方策（1）事業多角化による理念の実現』の概要 前回の組織デザインラジオでは、「事業多角化」と「人材の多様性」をより解像度を上げるために、組織のフェーズや企業規模に分けて企業の発達課題を考える。ここでは企業の段階をわかりやすく捉えたラリー・E・グレイナーの5段階企業成長モデルを援用し、各段階の課題について触れた。 またフェーズが進むほど、事業の多角化も進み人材の多様性も広がり事業組織に関連する変数が増えるため、組織デザインでちゃんと区画整理をする必要があるが、具体的にどのような観点に基づいて組織デザインをするとよいのだろうか？ 昨今いわゆる両利きの経営と呼ばれる、知の深化（既存事業の磨き込み）と知の探索（新規事業の模索）を同時に推進する経営のあり方が注目されている。しかし、知の深化を深めがちで、知の探索がなかなか進まないといった課題が出てきがちだとミナベは指摘する。 より具体的に深ぼると、既存事業に資源が集まっているため、本来新規事業に投資すべきリソースが投資できなかったり、そうした状況に不満を持った新規事業担当者が離脱するといった課題が生じてしまう。 こうした状況は、知の深化や探索自体が目的化してしまうことで、上段の組織の理念が見えなくなることに根本的な課題があるとミナベは語る。例えば事業A/B/Cがあったときに、企業理念に基づきシナジーを生み出したり、外部環境の変化によって投資配分を時期に応じて変えられるような状況があるべき姿だと指摘する。 特に、多角化に伴って権限移譲や分業を行うことで遠心力が生まれ組織全体の求心力が弱くなったり、多様な人材が広がることでそれぞれの景色や価値観も異なるものになるため、個別最適に陥らず組織をしっかりまとめて共通の理念を達成していくという観点が欠かせないと語った。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『多角化経営の方策（1）事業多角化による理念の実現』の関連コンテンツ ▼最新版「Creative Cultivation Model（CCM）」とは：組織の創造性をマネジメントするための見取り図 https://www.cultibase.jp/articles/10109 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第10回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「成長段階別に捉える"企業の発達課題"とは」というテーマで語りました。 『成長段階別に捉える"企業の発達課題"とは』の概要 前回までの組織デザインラジオでは「事業多角化」と「人材の多様性」にフォーカスを当て、この2つのテーマをアウフヘーベンするアプローチとしての組織デザインについて語った。 今回は、「事業多角化」と「人材の多様性」をより解像度を上げるために、組織のフェーズや企業規模に分けて企業の発達課題を考える。ここでは企業の段階をわかりやすく捉えたラリー・E・グレイナーの5段階企業成長モデルを援用し、各段階の課題について触れた。 第一段階は50名までの組織であり、多くはシングルプロダクト一つの事業を運営している状態である。PMF前のプロダクトの価値検証を行っているこのフェーズでは、創業者の創造性が重要だとミナベは語る。この段階では事業多角化というのは多くの場合行われず、創業者のリーダーシップに共感した人が集まるため似た人が集まりやすいと語る。 第二段階の50~100名の組織に移ろうタイミングでは、マネージャーの権限移譲や分業化を行い組織的な再現性が必要になってくると語る。しかし経営者のセンスを維持しながらデリゲーションを行っていくのは難しく、マネージャーが形骸化し社内政治の動きも現れることがあると指摘する。そのため、デリゲーションに加えてマネージャーがきちんとパフォーマンスが上げられるよう育成することが大事だと語った。 第三段階の100~300名の組織では、マネージャーに対してデリケーションをする部分のガイドラインをしっかり作り組織構造の成功法則ができてくると語り、組織のひな形ができることで他部門をつくりやすくなると語る。そのため、このタイミングで事業の多角化や人材多様性が増えてくると指摘する。しかし部門長同士の連携がきちんとできていないと混乱が起きてしまうため、理念に向き合いつつ細かな調整を行うことが大事だと語った。 第四段階は300~1000名の組織であり、プロダクトを10個以上抱える組織もあると語る。効率化していくものの、形式主義が訪れやすく創造性が失われやすいと指摘する。そうすると、事業の多角化をする中で事業がコントロールできなくなったり人的多様性が上がっているのに画一的な対応しか出来ないといった課題が起こると指摘した。 第五段階は1000名以上となり、事業多角化、人的多様性の複雑さもかなり増してくる状態だと語る。仕組みや構造設計はきちんと出来ている状態でありまさに終わりない組織デザインの問いに向き合う段階だと語った。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『成長段階別に捉える"企業の発達課題"とは』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第9回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「事業と人の成長ギャップの乗り越え方」というテーマで語りました。 『事業と人の成長ギャップの乗り越え方』の概要 前回の組織デザインラジオでは、今なぜ組織デザインが重要なのかについて、事業多角化と人材多様性という観点から紐解いた。今回の組織デザインラジオでは、現代組織で求められる事業多角化と人材多様性の背後にある組織の問題について迫る。 昨今研究分野でも企業の変革力を示す「ダイナミックケイパビリティ」というキーワードがトレンドになっている。外部環境の変化が激しいからこそ変化に即して事業を編み上げ変化させることが大事だと指摘されており、状況に合わせた事業の変革、多角化をデザインし高度なマネジメントが必要だとミナベは語る。 ここで難しいのは、事業の価値はPL等事業数値に表現されるもののそこで可視化されるのはあくまでも氷山の一角であり、水面下で支えている人をプロダクト同様に長期のスパンで育まないと、短期的な成果が出ても長期的な成果には結びつきづらいとミナベは指摘する。 他方、人材多様性やヒューマンキャピタルへの投資の重要性が叫ばれており、昔に比べると人を尊重する企業が増加傾向にある。こうした流れは非常に重要だと述べつつ、事業に対していかにインパクトを与えていくかという設計、事業多角化のデザインがちゃんとなされてない状態も起こりがちだと指摘する。 こうした状況が続くと人的資本に対して投資するための資本も枯渇してしまう。選択と集中がたびたび重要視されるのも、組織のための組織を重要視するあまり、不採算事業からの撤退ができなくなるといった自体が背景にあるとミナベは語る。 MIMIGURIが提唱するCCMはまさに、こうした2つの困難を編み合わせながら乗り越えていく際の組織デザインの見取り図だとミナベは語る。個人レベルで探究活動をし、そうした人たちがチームとして集い、対話活動を通して創造性を豊かに価値創造をするといった3段階の活動が循環する組織が、事業多角化と人材多様性のハードルを乗り越えるのに必要だと締めくくった。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『事業と人の成長ギャップの乗り越え方』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第8回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「多様性時代の"学習環境"の創り方」というテーマで語りました。 今回の組織デザインラジオでは、ミナベがなぜ今の時代に組織デザインが必要だと思っているのか、という問いかけから始まった。この問いに対し、ミナベは事業多角化と、人材多様性の2つがキーになると語る。 外部環境の変化が激しい昨今、1つのプロダクトだけで事業を伸ばそうとするのではなく、複数の事業を展開しながらユーザーに対して価値を提供していくのがトレンドになっている。複数の事業を編み合わせる中で企業体として価値を生み出すためには、価値に編み合わせられるような組織のデザインが不可欠だと指摘する。 また、ヒューマンキャピタルや人的資本への投資の重要性が叫ばれており、企業においても人材多様性を尊重した上でリスキリングやリカレント教育のニーズが高まっている。様々な人が集まる組織において、生涯学習やキャリア学習の支援をできる学習環境を提供するためには、組織デザインの活用が必要だとミナベは主張する。 しかし、事業多角化も人材多様性の担保も非常に難易度が高いテーマであり、どの会社も試行錯誤しながら向き合っていると語る。重要なこととして、事業多角化も人材多様性も、一つの企業の中で起きている出来事であり、もともと複雑な2つの問をジョイントさせながら組織企業体を作り上げる必要があるのが現代企業のテーマだと語る。 そのため、形式にとらわれたシンプルな組織のデザインだけではなく、2つの複雑な問を組み合わせ価値をつくりあげる現代流の組織デザインを提示していく必要があると語り、方法論と実践知をかけ合わせながらナレッジ化していきたいと語った。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ▼なぜ「マトリクス組織」はうまくいかないのか？｜CULTIBASE Radio｜Management #110 https://www.cultibase.jp/radios/management-radio/12349 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab 『多様性時代の"学習環境"の創り方』の概要『多様性時代の"学習環境"の創り方』の関連コンテンツ
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第7回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「基本構造③終わらない組織沼「マトリクス型組織」」というテーマで語りました。 組織図の基本構造の理解を深めるシリーズの3回目。前回までの機能別組織、事業部制組織に続いて、今回はマトリクス型組織の組織デザインについて焦点を当てた。 マトリクス組織とは事業部ごとに分かれた縦軸と、機能の部門である横軸をクロスで組み合わせた形が特徴の組織図である。前回のラジオでは事業部制組織のデメリットとして、個別最適化した意思決定ができる反面、資産資本も分割することになるため選択と集中が弱くなりサイロ化されることが指摘されたが、マトリクス型にすると縦横で全体最適化ができるとミナベは語る。 他方で、現場の側からすると縦横の2つの力が加わることで認知負荷が高くなり、縦横の上司との調整が必要になり意思決定が遅くなるなど、結果的に身動きが取りづらくなることもあるとミナベは指摘する。これを解決するためには、縦横の優先度を決めたりそれぞれの目的を明確にすることで整合性を保ち、細かい微調整を繰り返すほかないと語る。 このように難易度が高いマトリクス型組織だが、どういう時にマトリクス型組織を選択すべきなのだろうか？ミナベは、そもそも大前提として本当にマトリクス型組織にする必要があるのかを問う必要があると語り、マトリクス型組織のあり方が理想的だからという安易な理由で選ばない方がよいと主張する。 ミナベは、組織をつくる際のアプローチは企業やプロダクトと同じだと語る。例えばスタートアップでいうとまず0→1でプロダクト開発を行い、ユーザーのニーズを把握しPMFしたあとに1→10、10→100へスケールさせると語り、同様に組織においてもまずは機能別組織で必要な機能と成功法則をつくった上で事業部別にし、デリゲーションを行うことを経てマトリクス型組織に移行できると主張する。 より具体的には、長期目線でロードマップを描いた方がうまくいくフェーズになってからがタイミングとしてはよいと語る。縦軸では顧客に価値を提供する際の知が蓄積され、横軸の技術における知がしっかりと再現性を持って資産になっている状態になり5年10年スパンで市場を見据えられるようになったときにマトリクス型組織の本領を発揮すると主張した。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ▼なぜ「マトリクス組織」はうまくいかないのか？｜CULTIBASE Radio｜Management #110 https://www.cultibase.jp/radios/management-radio/12349 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab 『基本構造③終わらない組織沼「マトリクス型組織」』の概要『基本構造③終わらない組織沼「マトリクス型組織」』の関連コンテンツ
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第6回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「基本構造②多角化経営の始点「事業部制組織」」というテーマで語りました。 『 基本構造②多角化経営の始点「事業部制組織」』の概要 組織図の基本構造の理解を深めるシリーズの2回目。前回の機能別組織に引き続き、今回は事業部制組織の構造について解説する。 事業部制組織は多くの組織でよく用いられるスタンダードな型である。前回のラジオで、ミナベはスタートアップにおいて最初は機能別組織を選択することが多いと語ったが、どのようなタイミングで事業部制組織に切り替えるとよいのだろうか？ミナベは、2本目の事業が必要になったときだと語り、多くのスタートアップは1本目の柱として事業をつくりPMFして伸びる兆しが出て次のプロダクトの磨き込みを始めると指摘する。 前回の機能別組織では、一つの事業に対しそれぞれの機能部門、たとえば営業部門、製造部門、プロダクト開発部門があり、それらを会社としての機能としてどう循環させながらデザインするか考えて落とし込むのが肝との話がなされた。 対して、事業部制組織では、事業部門が複数存在し、複数の事業の中に機能別組織が入っていると捉えられる。 機能別部門で新しい事業をつくろうとすると、それぞれのパートナー開発部門の中に複数のプロダクトや事業を作る人が現れるなど、プロセスが非常に複雑になるとミナベは主張する。そのため、プロダクトと事業部を結合し事業部内で人の配置を行えるような権限を渡すのが事業部制組織の肝だと語る。 事業部制組織にすることで、個別最適化した意思決定ができる反面、人員リソースも分割することになるため選択と集中が弱くなってしまうと指摘する。そのため、基本的に事業部制組織を取るときは原則として一つ目の事業が上手くいってから2つ目の事業部をつくるとよいと語る。 プロダクトは事業PMFし、顧客に刺さることがわかってから投資を行うのと同様に、組織も事業のビジネスモデルに準じた組織機能をデザインし調整していく必要がある。そのため、機能別組織で機能価値がきちんと届けられるよう組織図のPMFをしてから、そのナレッジを他の事業部にも転用させるべきだと指摘した。 また、事業部が増えるとセントラルコーポレートオペレーションが大変になると語る。財務や人事等それぞれのオペレーションが複雑になりがちなため、経営企画部分で強い人を配置し、全体的なマクロ計画を立てて個別に分解するという処理機能を強化していくことが大事だと主張した。 『基本構造②多角化経営の始点「事業部制組織」』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第5回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「 基本構造①価値再現性を創る「機能別組織」」というテーマで語りました。 『 基本構造①価値再現性を創る「機能別組織」』の概要 前回の組織デザインラジオでは、全ての組織デザインは組織図を描くことから始まること、また組織図を描いた後も細かくデザインし直し適宜調整することが重要であると語った。 今回以降、組織図の基本構造としてどのようなものがあるのかについて解説していく。特に今回は、機能別組織にフォーカスを当てて組織デザインの方法を考える。 機能別組織は、例えば製造業の会社をイメージするとわかりやすい。製造業では、製品開発や工場生産をといった製品を作る部門があり、さらに作られた製品を販売する営業部門がある。またそれらを横軸でマネージするような経営管理部門やバックオフィスがあり、それぞれの共依存関係にある部門を経営者が束ね、それぞれの機能を管理マネジメントをしている。 スタートアップにおいても、大体50人〜100人くらいの規模に成長した際に機能別組織としてリデザインをするケースがよくある。変遷の背景としては、スタートアップの初期段階（10〜40人程度）では資源、資本もなくプロダクトもこれからという段階のため個々人が試行錯誤しながら課題解決をするが、50人前後になるとその状況に限界がくるとミナベは指摘する。 しかしスタートアップは、ベルトコンベア的に同じものを大量生産するわけではなく、付加価値を作るために協力し対話をしながら実践できるチーム構造にする必要がある。そのため、1つの事業にそれぞれの共依存関係のある部門編成があった上で、各部門の中にも細かいユニットが複数ある状態になると語る。 機能別とはいえなんとなく営業と製造を分断するのではなく、会社全体のビジネスモデルとしてどの部門とユニットを組み合わせれば協力関係が築けるのかという観点を持つことが重要だと締め括った。 『 基本構造①価値再現性を創る「機能別組織」』の関連コンテンツ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/1247 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第4回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「組織デザインの「マクロ」と「ミクロ」を理解する」というテーマで語りました。 『組織デザインの「マクロ」と「ミクロ」を理解する』の概要 前回までのRadioでは組織デザインの導入を行った。今回から組織デザインの基本的な部分の解説に入る。 組織デザイン、という言葉は組織図を描くことを連想させる。実際に組織図を描くことが非常に大事な一方、組織図では表現できない物事も組織内には多くあるとミナベは指摘する。例えば、組織図の部門の中に記載されていないチームに分かれていて、その中に更に多様な役割の人が入っていたりと、細かな関係性まで表現しきれないこともままある。 組織デザインの起点は、組織図を描くことであり組織デザインの「マクロ」的なアプローチだとミナベは語る。組織の基本構造としては、「機能別組織」「事業部制組織」「マトリックス組織」の3つが挙げられる。 ※ 詳しくは、https://www.cultibase.jp/articles/12472をご参照ください。 マクロな組織構造が決まった後に、細かいミクロなチーム構造や人材の配属を行い社内で細かな調整をする。ただし、こうした調整は件数が多く、ミクロレベルの細かいエラーも予測しづらいと指摘する。 そのため、組織図を描いてキックオフをした後にエラーが起こっている部分を察知しリフレクションした上で細かい組織図に改めて反映し直していく必要があると語った。 ミクロなチームのデザインは、なかなか理屈通りに動かないことがある。ミクロなチームデザインに関して話題の『チームトポロジー』という本においては、基本構造のマクロな構造の中に更に細かいチームのユニットのデザインが収納されており、このユニット同士の組み合わせを上手く行うことでチームの価値が循環するデザインを設計することが提唱されている。 組織デザインにおいては、マクロなデザインとミクロなユニットのデザインを組み合わせながら全体的な構造がはまるようにできると理想だと締め括った。 『組織デザインの「マクロ」と「ミクロ」を理解する』の関連コンテンツ 【3月15日締切】現在マネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラム「CULTIBASE School（https://school.cultibase.jp/）」2期の参加者を募集しています。「CULTIBASE School」は、組織を“人とチーム”の「学習」の力で変革するためのマネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラムです。 本コンテンツの領域についてさらに学びを深めたい方は以下のコースが特にオススメです。 ▼組織デザインコース CHROに任命されたと仮定したケーススタディをもとに、経営、人材戦略、組織戦略、文化戦略、の4つの観点から組織をデザインし、変革のリーダーシップを発揮する技術を学ぶコースです。 https://school.cultibase.jp/organizational-design 他にも、問いかけの作法を実践する1dayコース、ファシリテーション型マネジメントをじっくり学ぶ3ヶ月のコースがあります。 2期の申込み期限は3/15まで。詳細・お申し込みは上記リンクを参照ください。 たくさんのお申込をお待ちしております！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第3回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「"人が育つ余白"と"業務効率性"のジレンマとは」というテーマで語りました。 『"人が育つ余白"と"業務効率性"のジレンマとは』の概要 前回の組織デザインRadioでは、組織デザインとは「分業の設計」と「調整の設計」を行うことで、事業と組織・人の分断や乖離を埋め、大人数で集団が気持ちよく働くための仕組み作りの方法論であるとの話がなされた。 「分業の設計」と「調整の設計」という言葉から、効率性や再現性が連想されるかもしれない。日常的なオペレーションや業務の分業や、円滑な連携で効率性や再現性をいかに上げられるかという観点も重要だと前置きしつつ、効率性以外にも期待できる効果があるとミナベは語る。 効率性以外の観点として、組織デザインの工夫次第で人を育てることができるとミナベは指摘する。 たとえば、大企業では新卒で入社後10年程度は段階ごとにやるべきことが決まっており、業務の再現性をもたらせるべく役割やオペレーションの定義がされていることが多いと語る。しかし実際新卒で入ってきた若手にとっては、そこで10年働いた際に果たして成長できるのだろうかという迷いを持っており、自身でそもそも業務を何をすべきかを考え意思決定できる機会を求めてスタートアップに飛び込む例もあると指摘する。 余白や隙間を作らないように業務プロセスを定義すると、再現性をもたらせられる一方で、余白がなくなり思考スキルや試行錯誤の能力が伸びづらくなるといったデメリットがある。そのため、人が育ちやすい余白を残しつつも再現性をつくる塩梅の調整が必要だとミナベは述べる。 また昨今、両利きの経営という言葉に見られるように、既存事業を磨いて稼ぐこと（知の深化）と新たな可能性を実験すること（知の深化）の両輪をまわす必要性が高まっている。組織デザインにおいて、余白を意識したデザインを行うことで人も育ち、戦略創発効果にもつながるとミナベは主張する。 このように効率性だけを追い求めようとせず余白もデザインすることが組織デザインにおいては重要であり、組織デザインの奥深い点だと締めくくった。 『"人が育つ余白"と"業務効率性"のジレンマとは』の関連コンテンツ 【3月15日締切】現在マネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラム「CULTIBASE School（https://school.cultibase.jp/）」2期の参加者を募集しています。「CULTIBASE School」は、組織を“人とチーム”の「学習」の力で変革するためのマネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラムです。 本コンテンツの領域についてさらに学びを深めたい方は以下のコースが特にオススメです。 ▼組織デザインコース CHROに任命されたと仮定したケーススタディをもとに、経営、人材戦略、組織戦略、文化戦略、の4つの観点から組織をデザインし、変革のリーダーシップを発揮する技術を学ぶコースです。 https://school.cultibase.jp/organizational-design 他にも、問いかけの作法を実践する1dayコース、ファシリテーション型マネジメントをじっくり学ぶ3ヶ月のコースがあります。 2期の申込み期限は3/15まで。詳細・お申し込みは上記リンクを参照ください。 たくさんのお申込をお待ちしております！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第2回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「事業成長に“組織デザイン“が不可欠な理由とは」というテーマで語りました。 『事業成長に“組織デザイン“が不可欠な理由とは』の概要 前回の組織デザインRadioでは、組織デザインの名著として名高い『組織デザイン』（日本経済新聞出版社社）を頼りに、組織デザインは「分業の設計」と「調整の設計」の2つの手段があり、それらを組み合わせながら、組織を作っていく方法論であると定義した。 今回は、なぜ組織デザインをする必要があるのかについて深ぼっていく。ミナベは、組織デザインとは「人数が増えても協力できる仕組みづくり」だと語る。複数人で1つのプロジェクトを進める際は、数人で作業をする際のあうんの呼吸がとれなくなるため、何らかの取り決めが必須になると主張する。 企業はフェーズが進むにつれて事業が成長し、人が増える。しかし事業の成長と、人や組織の成長速度が必ずしも一致するとは限らず、多くの場合は事業成長のスピードの方が速いとミナベは指摘する。 事業が数ヶ月から半年、1年といった単位で大幅に成長するのに対し、人は数年~10年単位で徐々に成長するため、事業の成長と、人・組織のケイパビリティの間には乖離が生まれる。 事業成長を予測し、事前に組織の計画をするに越したことはないが、事業成長は複数の外部環境要因に依存するため現実的ではないとミナベは語る。そのため、組織デザインが目指すところとして、事業成長と組織の乖離や分断を生まないよう、事業と組織と人がともに成長していく仕組みをつくることだと締めくくった。 『事業成長に“組織デザイン“が不可欠な理由とは』の関連コンテンツ 【3月15日締切】現在マネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラム「CULTIBASE School（https://school.cultibase.jp/）」2期の参加者を募集しています。「CULTIBASE School」は、組織を“人とチーム”の「学習」の力で変革するためのマネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラムです。 本コンテンツの領域についてさらに学びを深めたい方は以下のコースが特にオススメです。 ▼組織デザインコース CHROに任命されたと仮定したケーススタディをもとに、経営、人材戦略、組織戦略、文化戦略、の4つの観点から組織をデザインし、変革のリーダーシップを発揮する技術を学ぶコースです。 https://school.cultibase.jp/organizational-design 他にも、問いかけの作法を実践する1dayコース、ファシリテーション型マネジメントをじっくり学ぶ3ヶ月のコースがあります。 2期の申込み期限は3/15まで。詳細・お申し込みは上記リンクを参照ください。 たくさんのお申込をお待ちしております！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
#EnvisionRISE Podcast | In this episode, Dr. Beth Banks Cohn, President/Founder, ADRA Change Architects, explores the impact of change on the three parts of the mind: the affective, cognitive, and connotative. She explains why people resist change and how organizations can overcome this resistance by engaging all three parts of the mind. She also discusses the importance of two-way communication and real-time feedback in creating an environment that is open to change.Watch this episode on YouTubeVisit Envision RISE to learn how our evolutionary platform helps companies create a powerful integration and understanding of the relationship between the organization and the workforce. Envision RISE empowers your people to drive change and innovation through the methods of Organizational Change Management (OCM), Human Resource Management (HRM), and Diversity, Equity and Inclusion (DE&I).Envision a Better FutureFollow us on social: LinkedIn, Instagram, Twitter, FacebookContact us for info on RISE or interest in being a podcast guest: info@envisionrise.comAll podcasts produced by Elevate Media Group.
CULTIBASE Radioは、人やチームの創造性を高める知見を音声でお届けします。CULTIBASE Radio 組織デザインの第1回目は、株式会社MIMIGURI 代表取締役Co-CEOのミナベトモミが、「組織デザインとは何か。“分業“と”調整“の方法論」というテーマで語りました。 『組織デザインとは何か。“分業“と”調整“の方法論』の概要 今回から始まるCULTIBASE Radio 組織デザインは、実務における暗黙知をひもときながらミナベが組織デザインについて語る形式で進む。記念すべき第1回目は「そもそも組織デザインとは何か」について述べることで、本ラジオでの定義やスコープを明らかにする。 ミナベはまず組織デザインの名著として名高い『組織デザイン』（日本経済新聞出版社社）の冒頭の文言「「組織を設計する」という作業は、分業を設計し、人々の活動が時間的・空間的に調整されたものになるような工夫を施すことであり、そのようにして出来上がった分業と調整手段のパターンが組織デザインである」を引用し紹介した。 より平易に言うと、組織デザインは「分業の設計」と「調整の設計」の2つの手段があり、それらを組み合わせながら、組織を作っていく方法論であるとミナベは語る。 では分業と調整の設計とは何を指すのだろうか？ミナベは「分業の設計」とは組織図の定義をすることだと語る。例えばカレーを作るという目的に対し、作業を分解し分担の設計をするのが「分業の設計」だ。しかし分業化が進み個別最適化されすぎると本来の目的達成から離れてしまうため、部署間のやりとりやナレッジ共有をしやすくし再現性を担保することが「調整の設計」だと語る。 「分業の設計」と「調整の設計」は一見シンプルなようで、人間関係が伴うため難しい。設計後も細かいカスタマイズや微調整を行い、どうすれば互いに気持ちよく進められるかという対話が不可欠だと語る。 一筋縄ではいかない組織デザインだが、科学的に解明されてる部分やナレッジが体系化されている部分もある。暗黙知を形式知にしながら次回以降も組織デザインについて考えてゆく。 CULTIBASE Radioは、SpotifyやApple podcast、YouTubeなどでも配信中！最新情報を見逃さないよう、ぜひお好きなメディアをフォロー/チャンネル登録してみてください！ 『組織デザインとは何か。“分業“と”調整“の方法論』の関連コンテンツ 【3月15日締切】現在マネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラム「CULTIBASE School（https://school.cultibase.jp/）」2期の参加者を募集しています。「CULTIBASE School」は、組織を“人とチーム”の「学習」の力で変革するためのマネジメントの最新理論と実践技術を身に着けるオンライン対話型学習プログラムです。 本コンテンツの領域についてさらに学びを深めたい方は以下のコースが特にオススメです。 ▼組織デザインコース CHROに任命されたと仮定したケーススタディをもとに、経営、人材戦略、組織戦略、文化戦略、の4つの観点から組織をデザインし、変革のリーダーシップを発揮する技術を学ぶコースです。 https://school.cultibase.jp/organizational-design 他にも、問いかけの作法を実践する1dayコース、ファシリテーション型マネジメントをじっくり学ぶ3ヶ月のコースがあります。 2期の申込み期限は3/15まで。詳細・お申し込みは上記リンクを参照ください。 たくさんのお申込をお待ちしております！ ▼組織デザイン入門：集団がよりよく協働する仕組みと構造をつくるには？ https://www.cultibase.jp/articles/12472 ▼事業多角化のジレンマをいかに乗り越えるか？：シナジーを生み出す組織デザイン論 https://www.cultibase.jp/videos/12553 ◇ ◇ ◇ 人と組織のポテンシャルを引き出す知見をさらに深く豊かに探究していきたいという方は、会員制オンラインプログラム「CULTIBASE Lab」がオススメです。CULTIBASE Labでは、組織の創造性を最大限に高めるファシリテーションとマネジメントの最新知見を学べる探究型学習コミュニティとして、会員限定の動画コンテンツに加え、CULTIBASEを中心的に扱う各領域の専門家をお招きした特別講座など、厳選した学習コンテンツをお届けします。 ▼「CULTIBASE Lab」の詳細・お申し込みはこちら https://cultibase.jp/lab
Leaders ask the wrong questions when they digitize: “How can we dissolve silos to be more innovative? Build a “trust culture” for more ownership? How can we be agile, faster, and more competitive?” Leaders tackle symptoms instead of identifying root causes that hinder speed, innovation, collaboration, and growth.Key insight from the conversation on where our thinking goes wrong when we don't understand:The market problem: What's changed? What new market problem is the organization confronted with? The type of problem: Do we face a complicated problem? Or a complex problem?The structure to solve the problem: If it's a complicated problem, process and knowledge will solve it. If it's a complex problem then group intelligence and smart experimentation is required, which can be attained through agile, scrum, and/or self-organized teams. Answer these questions to empower your teams by providing the right structure. Connect with us: Nina on Linkedin Me, Helena, on Linkedin or Instagram , or visit my website for more inspiring change stories----------------------------------------------Hey fellow change enthusiast,I hope you enjoyed our conversation. Please share my podcast with people you think may also enjoy the insights. Please rate and review me as this helps me reach more change enthusiasts like yourself. Thank you for tuning in,Helena Follow me for content on healing, growth, and transformation to unleash your authentic self and find your purpose ✨ TikTok: https://www.tiktok.com/@helena.unapologeticInstagram: https://www.instagram.com/helena_unapologetic/ LinkedIn: https://www.linkedin.com/in/helena-arjuna-suter-65471740/ Youtube: https://www.youtube.com/channel/UCcOt6Yo8eFgLQxLGmfQ5qHQ Thank you for sharing, rating and reviewing this episode, it helps us grow and reach more people like you.-Helena
Sometimes, Rodney and Aaron stop by other people's podcasts to nerd out on the hits we know and love: new ways of working, self-management, breaking down the binary between chaos and bureaucracy, the future of work—the list goes on and on. So today, we're actually bringing one of those awesome conversations right to your ears. Rodney recently joined Jonathan Westover on his show, Human Capital Innovations, for an epic chat about adaptive organizational design and a whole lot more. We hope you enjoy the exchange and we'll return with a fresh episode of Brave New Work next Monday. To tune into more episodes of Jonathan's show, Human Capital Innovations, head to https://www.innovativehumancapital.com/podcast or wherever you get your podcasts. Our book is available now at bravenewwork.com We want to hear from you. Send your thoughts and feedback to podcast@theready.com Looking for some help with your own transformation? Visit theready.com
Mr. Recruiting, Mr. HR, Mr. Gamechanger - Wir wissen alle, von wem die Rede ist. Aber heute soll es nicht um berufliche Themen gehen. Toygar erzählt Oliver von dem Familienleben mit zwei Kindern und Frau, wie ihn seine eigene Kindheit geprägt hat, wie sich das Leben als Fußball-Co-Trainer anfühlt und vieles mehr. Das erfährst du in dieser Folge: - Wie ist Toygar Gamechanger im Recruiting geworden? - Welche Rolle spielt seine Familie in seinem Leben? - Wieso war Toygar nicht im Kindergarten und was hat ihn in seiner Kindheit maßgeblich geprägt? - Wie funktioniert die Mindset-Arbeit mit Kindern beim Fußball? - Wie ist Toygar eigentlich als Gastgeber? Toygar ist Geschäftsführer der RheinWest HR Solutions GmbH. Sein Team und er verändern die Regeln der HR in Deutschland. Von Recruiting bis Talent Acquisition über Organization Design und Employer Branding verändern sie alles, damit Unternehmen und Mitarbeiter zueinander finden. Sie sollen nicht nur fachlich sondern auch charakterlich zueinander passen. Zu den Kunden gehören Unternehmen von Klein- und Mittelstand bis DAX Konzern, die erfahren wie sie ihre Mitarbeiter binden und dauerhaft weiterentwickeln können, damit außergewöhnliche Ziele erreicht werden.
Sometimes, Rodney and Aaron stop by other people's podcasts to nerd out on the hits we know and love: new ways of working, self-management, breaking down the binary between chaos and bureaucracy, the future of work—the list goes on and on. So today, we're actually bringing one of those awesome conversations right to your ears. Rodney recently joined Jonathan Westover on his show, Human Capital Innovations, for an epic chat about adaptive organizational design and a whole lot more. We hope you enjoy the exchange and we'll return with a fresh episode of Brave New Work next Monday. To tune into more episodes of Jonathan's show, Human Capital Innovations, head to https://www.innovativehumancapital.com/podcast or wherever you get your podcasts. Our book is available now at bravenewwork.com We want to hear from you. Send your thoughts and feedback to podcast@theready.com Looking for some help with your own transformation? Visit theready.com
In this HCI Podcast episode, Dr. Jonathan H. Westover talks with Rodney Evans about adaptive organization design and the future of work. Rodney Evans (https://www.linkedin.com/in/rodneyeevans/) is a pioneer in adaptive organization design and the future of work. With 20 years of experience in all things transformation, she has researched, developed, and taught new ways of working in dozens of complex environments including Airbnb, Cooper Hewitt Museum, Macy's, Intuit, and Johnson & Johnson. The Ready is a self-managed change agency that helps you discover a better way of working. Rodney works with companies around the world to modernize traditional practices and bust bureaucracy. Please consider supporting the podcast on Patreon and leaving a review wherever you listen to your podcasts! Check out BELAY here. Check out Backblaze at www.backblaze.com/hci. Head over to setapp.com/podcast to listen to Ahead of Its Time. Check out BetterHelp.com/HCI to explore plans and options! Go to cardiotabs.com/innovations and use code innovations to get a free Mental Health Pack featuring Cardiotabs Omega-3 Lemon Minis and Curcumin when you sign up for a subscription. Check out Zapier.com/HCI to explore their business automations! Check out the HCI Academy: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn Alchemizing Human Capital Newsletter. Check out Dr. Westover's book, The Future Leader. Check out Dr. Westover's book, 'Bluer than Indigo' Leadership. Check out Dr. Westover's book, The Alchemy of Truly Remarkable Leadership. Check out the latest issue of the Human Capital Leadership magazine. Each HCI Podcast episode (Program, ID No. 592296) has been approved for 0.50 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Learn more about your ad choices. Visit megaphone.fm/adchoices
Good organizational structure can boost the effectiveness and performance of an organization as well as the lives of employees doing the work. But how do you get there? This episode talks about the steps to organization design. Before drawing lines and boxes you want to understand the organization's strategy and operating model. Strategy, in this context, includes: goals, the value proposition, core activities, product markets, etc. It's pretty clear that if you design with those things in mind then you can create a structure that drives achievement. Len Nanjad is a consultant for MNP with a career focused on org design. He has a course on Udemy and shares his tips for creating an effective organization. Find Len at https://www.linkedin.com/in/lennanjad/ Len's course on Udemy: https://www.udemy.com/share/103172/ Find me at https://www.linkedin.com/in/andrea-adams1/
Hi Friends and welcome to JOY IS NOW! The podcast where we take a psychologically minded look at life. I'm your host Lisa Anderson Shaffer, coach, consultant, and resident psych enthusiast.Today I am excited to host for a THESE THREE THINGS segment discussion, Oakland based clinical scientist, creative entrepreneur and complex problem solver working on co-designing innovative solutions to equity challenges within our communities, and founding member and project lead at The UXR Lab, Dr. MARJA GERMANS GARD. Marja discusses three thoughts on self-reflection and the importance it plays in fostering systemic change. And as always, our conversation gets super scientifically juicy. Dive in with us!This has been JOY IS NOW with me, Lisa Anderson Shaffer, LMFT. You can find me for hire at LISAANDERSONSHAFFER.COM and join the patronage support for this podcast and my daily practice journal, THESE THREE THINGS at patreon.com/lisaandersonshaffer. You can also follow along with my musings at @lisaandersonshaffer on Instagram.JOY IS NOW is listener supported. When you buy through shared links, we may earn an affiliate commission.LISA ANDERSON SHAFFER, LMFTNEWSLETTERBOOKPATRONAGEINSTAGRAMEPISODE LINKS:MARJA GERMANS GARD, PHD.UXR LABTimothy D. Wilson, Strangers to OurselvesPositionality Tool and Designer's Critical Alphabet from Leslie Ann Noel, Ph.D. Rachael Dietkus, LCSW and Social Workers Who DesignMike Monteiro: A Designer's Code of EthicsTad Hirsch: Practicing Without A License: Design Research as PsychotherapySelf as instrument in Organization Design and DevelopmentSupport the show
Video Version https://vimeo.com/744164877 About the Podcast My guest today is Stephan Meyer PhD, CEO of Almademey Ltd. I have known Stephan for some years now, he being one of the first professionals when I arrived in Germany over a decade ago. I have always found our conversations quite interesting. Like me, he knows you can't hit home-runs without the risk of breaking a few windows. The conversation starts where it always starts, at the beginning. Stephan shares that his father was an electrical engineer and he hoped that Stephan would also become an electrical engineer. But Stephan found himself rather bored with the complicated and gravitated towards the complex (listen or watch the intro for a really elegant explanation for the difference of the two). As such, Stephan gravitated towards psychology. Stephan shares many highlights of his professional journey, including the journey of researching the subject for his PhD, "Sacred Cows" and how they should be sought in an organization and eliminated. And he also makes the case for the necessity for businesses to face perils and even doom every now and then which would offer the opportunity for a radical change and cleansing purge; to be reborn again better. All in, a really great session and I believe you will enjoy it. I did… About Stephan Meyer, PhD Stephan Meyer Stephan has orchestrated successful change initiatives in digital transformation for 25 years. During this time, he has held roles as CEO, Member of the Board, Program Manager, Mentor and Coach. At a rather mature age (you are never too old to learn), Stephan received his PhD in Business Administration and Management at the University of Gloucestershire in England for his research in radical change by finding and killing "sacred cows" in organizations. For his research, he interviewed interim managers, consultants, and line managers. Stephan is a forward-thinking advisor for avant-garde clients. Stephan is not for those who shrink from leading. There are bold choices and there are easy choices. And he stands for those in the front of the line – the bold and visionary, the entrepreneurs, and the risk-takers. Stephan clients are those who surprise the world by taking a leap into the future. LinkedIn Profile: https://www.linkedin.com/in/stephanmeyer/ Company: Almademey Ltd Title: CEO Website: https://stephanmeyer.com/ Headquarters: Paphos District, Cyprus Year Founded: 2022 Company Type: Privately Held, LLC Company Size: Himself Industry Experience: Service, Healthcare, Mobility, Automotive, Life Sciences, Finance, Infrastructure, Media and others Practice Areas: Business Psychology, Business Wargaming, Change Management, Corporate Foresight, Crisis Management, Cultural Change, Digital Transformation, Innovation Management, Lean Management, Merger & Acquisition, Multi-Project Management, Operational Excellence, Organization Design, Performance Measurement, Private Equity, Program Management, Restructuring, Service Management, Strategic Management, Turnaround
Design has earned its seat at the table. Now what? Today on our show, we feature a conversation between Andrea Sutton, VP Design Technology at American telco giant AT&T and Tim Morey, Global Managing Director at frog. Andrea and Tim are two leaders merging creative instinct and business strategy to deliver the next generation of products, services and experiences. Hear their candid discussion on scaling DesignOps in a massive organization, leading creative teams and insights from their careers in design, business and consulting.Brought to you by frog, a global creative consultancy. frog is part of Capgemini Invent. (https://www.frog.co)Find episode transcripts and relevant info (https://www.frog.co/designmind/design-mind-frogcast-ep-25-designops-at-scale)Download the new frog report 'The State of Service Design in the U.S.' (https://go.frog.co/the-state-of-service-design-in-the-us)Research: Camilla Brown, Senior Copyeditor, frogAudio Production: Richard Canham, Lizard Media (https://www.lizardmedia.co.uk/)
Ah, summer. If you're anything like me, it feels like the time to put your feet up on the lounger and lay back. Have you accomplished something this year? Haven't you? It's always an interesting time to take stock. Rather than self-reflecting and considering if I've been hitting my targets, let's check in with our consultants on what some of their clients are up to.
In this collection of bonus episodes, we're looking at the concept of Worldwork, which embraces the idea that we are continuously impacting the world, whether we are conscious of it or not. Whilst Worldwork can involve big acts of altruism and community spirit, it always starts with self. Across the course of these 5 bonus episodes, you will be hearing from Worldworkers from across the globe, who have all used ORSC tools in very different ways tools to serve their wider communities. In this podcast, Katie talks to Brandon Raines about his Worldwork Project: assisting Girl Scouts to continue their journey to become future leaders. Brandon's coaching plan focused on providing the girls with tools and competencies geared towards finding alignment. Throughout the discussion, Brandon discusses his key learnings, including overcoming his fear to allow the system to be creative, intelligent and resilient and trusting the system. Brandon Raines is an Organization Design and Enterprise Coach who has worked with public and private entities, both large and small. He has helped organizations and individuals emerge from near failure to thriving models of success. Brandon is a noted author, speaker and presenter on topics of leadership, organization design and teamwork. Brandon is a Certified Enterprise Coach with the Scrum Alliance. He is also trained and certified in Organization Relationship Systems Coaching and certified by the Disney Institute in Customer Relationships. Brandon has a deep background in Information Technology organizations as a Software Developer. Brandon has also served as Chief Operating Officer for a mid-size company where he instituted many organizational and leadership practices. The Worldwork Project is a key element in the ORSC certification journey. It allows students to apply the ORSC™ materials in the real world and develop themselves as change agents. At CRR Global we hold all our students as change agents and train them to be conscious of what impact they want to make in their world. We believe that everybody's impact –whether conscious or unconscious— sends ripples out into the world. It's up to all of us, as world workers, to keep our communities safe and healthy. For more information about World Work and the ORSC Certification programme click here.We believe Relationship Matters, from humanity to nature, to the larger whole.
When was the last time your organization went through a re-org? Have you seen a department designed for an individual and been baffled? Frequent re-orgs or designing for a person may or may not be a good idea. It depends on whether or not it's aligned with good organization design principles. These basic questions and principles of organization design was the subject of this episode. This amazing episode with Len Nanjad was *full* of interesting insights. I know – you might not think so but honestly:
We discuss operational & organizational innovation with Zhichun Li (Director of Engineering @ Scale AI)! We explore the early days of Rapid at Scale AI, different organizational design experiments Zhi's tested, and many of the principles behind their operational practices. You'll hear about merging engineering & ops, designing orgs for autonomy, scaling into multiple products, and leveraging different org structures for innovation.ABOUT ZHICHUN LIZhichun Li (@zhichun_li) is Director of Engineering @ Scale AI. She built the Rapid team from scratch with a focus on providing the fastest way to production-level quality labels within a day, with no data minimums. As an early employee of the company, she built up the infrastructure for Scale's supply ops system and scaled up Scale's 3D Sensor Fusion product.Before Scale, Zhi worked at Lightspeed China Partners, Facebook, Microsoft and Airbnb with roles in investment and software engineering. She was a producer of VC Pulse, a podcast spotlighting venture capitalists in China. Zhichun was the youngest ever admit to the Yale MBA program, and studied computer science at CMU."We tried to basically brand it as like black ops, i.e. the special kind of ops where you get to do 10x work and build a lot of product out of it. And that actually, in a lot of ways attracted very entrepreneurial individuals to want to join. So I think a lot of it is shaping the brand of the program, helping people understand how important it is and the things that I'll learn.- Zhichun Li This episode is brought to you by PlusPlusPlusPlus is an all-in-one technical onboarding and internal knowledge platform that fast-tracks productivity.Learn more & sign up at plusplus.co/elcCheck out our friends at Shortcut!Shortcut is an issue tracker that offers all the functionality, without most of the complexity making it easier for you to plan, collaborate, build, and measure success. Right now, listeners of our show can get 2-months free on any paid plan.Learn more & sign up at shortcut.com/elcSHOW NOTES:The early days of scale & why engineering runs operations (1:44)What is ops engineering (3:48)Why engineering first got involved in ops (6:29)How to brand ops engineering to attract top engineers (8:51)Merging ops & engineering to eliminate silos (10:07)How to merge ops & engineering for the first time (11:39)How team composition evolved at Rapid (12:46)Designing your org for autonomy & customer empathy (17:07)Rapid's operating principles (18:53)Generating Rapid's operating principles (23:18)Painful short-term decisions that yielded better long-term outcomes (24:57)Scale AI's evolution into multiple products (28:04)Behind the scenes of Scale's multi-product moment (31:04)Leveraging general managers & org structures to drive product innovation (32:43)When to invest in, or shut down a project (36:21)Rapid Fire Questions (37:47)Takeaways (40:41)
Most of us prefer to learn through observing rather than experience—wouldn't you rather observe a car crash than be in it? We learn from seeing others' mistakes. Making big, strategic decisions can be dauting because you don't know what will happen. And there often isn't a chance to observe it from a distance. Where do our experts currently see things going, well—or, going pear-shaped—that we can all learn from. Rumor has it that you've been seeing some interesting organization design going on. Do tell. I wouldn't know how to identify an organization design problem separately from other problems.
Ken and Russell talk to Len about his global consultancy work, how he helps leaders to lead their organization through change programs and human systems design, his view that 'The future is unavoidably hybrid', his thoughts on the 'Future of management' and also touch on Len's love of the TV show 'Peaky Blinders' and his Rum tasting hobby.Len Nanjad is a Partner with MNP advising clients on Organization Design, Change Management and Transformation, and Strategic Planning and other areas of Organizational Renewal. Over the past 25 years, he has worked with leaders in companies of all sizes, from start-ups to some of Canada's largest, most sophisticated organizations. Len holds an MBA from Ivey School of Business, is an active Certified Management Consultant among several other certifications and designations, and sits on several Advisory Boards.—We hope you enjoy the podcast. Remember to subscribe via Apple podcasts or Spotify, share the link with your friends and colleagues and you can always reach out to as at the following email address info@ineedtof-ingtalktoyou.com.—Ready for the next step in your difficult conversations? You can buy the book on Amazon now.I Need To F***ing Talk To You! | The Art of Navigating Difficult Workplace Conversations - Amazon | Owl's Nest Books| Shelf Life Bookshttps://www.ineedtof-ingtalktoyou.com/
In this episode of the Group Dynamics podcast, I am talking to David W. Jamieson, president of NTL Institute for Applied Behavioral Sciences about the Use of Self – a highly relevant topic, especially for leaders and change agents. While discussing, we are talking about choices we often don’t see, because of the daily pressures of our work. We also talk about the possibility – or even necessity – to show up as a fully integrated person. To be able to become that we have to embrace our shadow side which will become apparent, while we discuss an incident at work where position power and force was used by me (Juergen, the host), not seeing other choices. So this is a very personal episode. Books, articles and videos we briefly mention or recommend: Palmer, P. J. (2009). A hidden wholeness: The journey toward an undivided life. john Wiley & sons. Palmer: What is a divided life?: https://youtu.be/gCvIZpMo8aY Use of Self as an OD practitioner: https://maraineyassociates.com/wp-content/uploads/2015/12/UseofSelf-Practitioner.pdf (2022-04-21) About David Dr. Jamieson is President of NTL Institute for Applied Behavioral Sciences (https://www.ntl.org). He is also President of the Jamieson Consulting Group, Inc. (providing consultation, leader coaching & speaking) and a retired Professor, Organization Development & Change from the University of St. Thomas. He serves as Distinguished Visiting Scholar in 3 other graduate OD programs. His work has involved consulting with over 100 organizations (private, non-profit, government, community), coaching dozens of leaders, teaching next generations of leaders and change agents, and providing thought-leadership through publishing and speaking. He received his Ph.D. in Management from UCLA, majoring in Organization Design & Development and a BS in Business Administration from Drexel University, with a Behavioral Science minor. He is a Past National President of the American Society for Training and Development (now ATD) and Past Chair of the Management Consultation Division and Practice Theme Committee of the Academy of Management (AOM). He has been honored with The Lifetime Achievement Award from the Organization Development Network (ODN), Distinguished Scholar-Practitioner Career Achievement Award from AOM, Distinguished OD Educator from the OD & Change Division of the AOM, Sharing OD Knowledge Award from the ODN, a past-Chair of the Organization Development Education Association. Dave is author or co-author of 8 books, 17 chapters, and dozens of articles in journals and newsletters.His current writing includes a practitioner book on Use of Self and a new book on Strategic Organization Design. He serves as, Editor, OD Review, Assoc. Editor, Journal of Management Inquiry, and Review Board Member, Journal of Applied Behavioral Science. He balances his time among partnering on change projects, formal and informal educational endeavors, presenting or writing his thinking for professional audiences, and coaching all who need to lead change.
In Episode 81, Melinda is joined by leadership and management experts LaTricia Frederick and Jared Seide in a live recording. They discuss important ways for us to recognize, as well as protect our well-being from, the impact of current events on our work lives. They also dive into how managers, companies, and allies can take part in creating safe, compassionate spaces for addressing our experiences—whether it be through showing support, harnessing the power of vulnerability, or sharing stories.About LaTricia (she/her)LaTricia “LT” Frederick is a Director of People & Communities focused on driving Workforce Planning, Organization Design, and People Strategies across the Cisco enterprise. She is also a Certified Executive Coach and a recent graduate of the McKinsey Black Executive Leadership program.She is known for helping people discover their true passions, overcome barriers to achievement, and establish a plan for personal and professional success.About Jared (he/him)Jared Seide is the author of the book, “Where Compassion Begins.” He is the founder and Executive Director of the Center for Council, a nonprofit organization that trains groups and individuals to promote wellness and resiliency, to foster compassion, and to build community.Jared has led trainings and retreats focusing on compassion, reconciliation, and community-building around the world and has been a Resident Fellow at the Rockefeller Foundation's Bellagio Center.Visit https://ally.cc to find educational resources and highlights from this episode.Connect With LaTriciaLinkedIn: linkedin.com/in/ltfrederick/Twitter: twitter.com/ltfrederickConnect With JaredLinkedIn: linkedin.com/in/jared-seide-576b5572/Facebook: facebook.com/jared.seide/Twitter: twitter.com/Center4CouncilInstagram: instagram.com/center4council/Connect With UsYouTube: youtube.com/c/changecatalystTwitter: twitter.com/changecatalystsFacebook: facebook.com/changecatalystsInstagram: instagram.com/techinclusionLinkedIn: linkedin.com/company/changecatalystsProduction TeamCreator & Host: Melinda Briana EplerCo-Producers: Renzo Santos & Christina Swindlehurst ChanCreative Director @ Podcast Rocket: Rob ScheerbarthThis episode is sponsored by First Tech Federal Credit Union, a member-owned financial institution that is powered by a people-before-profit philosophy. Learn more at https://www.firsttechfed.com/.[Image description: LEA promo with photos of LaTricia, an African American woman with short black curled hair wearing a black blazer and a red and black top; Jared, a White cis male with salt and pepper facial hair wearing a patterned blue and white button-down; and host Melinda, a White woman with red hair, glasses, and orange shirt holding a white mug behind a lSupport the show (http://patreon.com/changecatalysts)
Welcome to the ICT podcast. This is the second episode of season three. Today I am talking to a psychologist. Not in the way you might be guessing. But with someone who has a Ph.D. in Organizational Psychology, Liane Davey.A New York Times Bestselling author of three books, Liane is also known as the water cooler psychologist. And we are talking about team dynamics, leadership in current times, hybrid work environments, and so on.In this episode, we are talking about:Role of an organizational psychologistWhat does team dynamic mean?How has team dynamics evolved over the past decade?Issues with written communication in today's world.How can you handle written communication more effectively?Hybrid has complicated the whole situation, why?The one linchpin holding team dynamics together.Why a phone call is still the best option?What's the alternative for having water-cooler conversations?Practical advice for the new team managers.Liane Davey is a New York Times Bestselling author of three books, including The Good Fight: Use Productive Conflict to Get Your Team and Your Organization Back on Track and You First: Inspire Your Team to Grow Up, Get Along, and Get Stuff Done. Known as the Water Cooler Psychologist, she is a regular contributor to the Harvard Business Review and frequently called on by media outlets for her experience in leadership, team effectiveness, and productivity. As the co-founder of 3COze Inc., she advises companies such as Amazon, TD Bank, Walmart, UNICEF, 3M, and SONY. Liane has a PhD in Organizational Psychology. ABOUTICT Podcast is all about innovation, communication, and technology – a few key areas that are super important in today's world. If you want to know what it takes to be a better innovator, better communicator, and leverage technology to make this world a better place, please subscribe. Every week, I bring new perspectives, ideas, tips, and techniques so that you can improve all these aspects of your life. WEB: https://www.anandtamboli.comYOUTUBE: https://www.anandtamboli.com/youtubeLINKEDIN: https://www.anandtamboli.com/linkedinBOOKS: https://www.anandtamboli.com/amazonSupport the show (https://www.anandtamboli.com/author?s=podcast)
In this podcast, I discuss one of the most important topics in business: Organization Design. Now that it’s almost impossible to hire people and we’re redesigning everything about work, it’s time to look at...
Nicole and Dr. Dena are back for their second season! This year's journey starts in the relational space with be love. Join Nicole, Dr. Dena and their guest, Brandon Raines as they debunk some of the common myths about conflict in relationships. Brandon is a people mover, seeker of kindness and creator of reflection. His professional time is spent as an Organization Design and Enterprise Coach. Busting These Myths 1. Healthy relationships don't have conflict. 2. We should just know what a healthy relationship looks like. 3. Relationship toxic should always be zero. 4. It is the end if you go to relationship counseling or coaching. Episode Sign Posts The relationship has its own life too. As you create your relationship, develop rhythms around engaging and restoring. Operating as if we automatically know how to be a good partner can create a barrier. Learn how to shift from being reactive to being proactive and responsive. Engaging outside supports like therapy can be done at anytime and does not mean it is the end. Resources "It's Time to Talk (and Listen): How to Have Constructive Conversations About Race, Class, Sexuality, Ability & Gender in a Polarized World" "4 Conflict Styles that Hurt Your Relationship" Episode Theme Songs Brandon- "Zoom" by The Commodores Nicole - "Virtual Insanity" by Jamiroquai Dr. Dena- " I Like It" by DeBarge Listen to the Theme Songs --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app
“Only sustainable policy is no policy.”All about taking risks and exploring opportunities, our next guest is Shaakun Khanna, Leader of Human Capital Management at Oracle.Shaakun practices what he preaches. He took up all the exciting opportunities that came his way. Prior to working at Oracle, he held various high-level positions at giants like The Tata Group, ICICI Bank, ManpowerGroup, IBM. He also founded his own company called Consentus Advisory which specialized in enhancing the effectiveness of business organizations. Over the last 25 years, there's truly nothing Shaakun hasn't done when it comes to his career growth.He has been a consultant to many Fortune 500 organizations in areas of Talent Management, Organization Design & Transformation, Employee Engagement, Leadership Development, and Succession Planning.Episode Highlights:Transformation of HR function at OracleHow organisations can achieve ‘Family experience, the new yardstick of employee experience'How to avoid digital transformation failureEssential components of a successful L&D strategyFuture of AITop L&D trends for 2022Follow Shaakun on LinkedIn. Produced by: Priya BhattPodcast Host: Yashwanth Jembige
Colonel, US Air Force (retired) Dr Russ Barnes is Chief Strategist for Systro Solutions, Strategy Development and Organization Design for small business. He has more than 30 years' experience drawn from military service, small business ownership, executive coaching, strategy development and organization design education.His Purposefully Profitable™ Program guides small business owners in creating and implementing a customized progression toward their prosperity. In support of the Purposefully Profitable™ Program, Russ produced the Purposefully Profitable™ Podcast and the Mission Mapping™ Workshop. Russ speaks publicly on Organizing Your Business for Profitable Growth and CEO Skills for Small Business. He is the author of #1 best seller Small Business for Servicemembers: 15 Things You Need to Know to be Purposefully Profitable and a co-author in three #1 best-sellers: Becoming a GovCon Expert, Gamechangers for Government Contractors, and Mission Unstoppable: Extraordinary Stories of Failures Blessings.Dr Barnes received his Bachelor in Business Administration from Manhattan College (NY), his Master in Business Administration (MBA) from Embry-Riddle Aeronautical University, his Master of Science in Strategic Studies from Air University and his PhD in Organization Development from Benedictine University. The title of his dissertation is Organization Design for Small Business: A Discovery of Business Fundamentals for Executing a Purposeful Path to Profitability.Contact:https://www.linkedin.com/in/rcbarnesruss@systro.org
In this episode, we speak with Jenn Cornelius, Chief People Officer at Ritual, an LA-based direct-to-consumer health brand. Prior, Jenn was the Head of Future of Work and Organizational Design at Pinterest, Chief People Officer at Sweetgreen and Head of Organization Design for Apple's Retail division. In our conversation, Jenn discusses a number of important topics including: how virtual work affects organizational design, the role of HQ in creating serendipity and ensuring employee readiness (when it relates to launching teams in new markets), balancing decision-rights to empower local market team, as well as the importance of company culture and facilitating connections to help teams create meaning. This episode is sponsored by our partner, ZEDRA. Learn more about how the ZEDRA team can support you in expanding to new markets @ https://www.zedra.com If you are an international business leader looking to connect with others leading global expansion, join the Global Class Community. More info at https://www.globalclassbook.com/community Interested in learning more about our book Global Class? Be the first to get a copy (coming out August 23, 2022), and get a ton of valuable free bonuses for pre-ordering. Learn more here: https://www.globalclassbook.com/pre-order-book
In most organizations, innovation as a practice doesn't have the same level of legitimacy as other teams and practices have. And part of the reason is institutional blindness.Unfortunately, institutional blindness is a real thing. As soon as a new employee joins the organization, they get too focused on their KPI, and they start to lose one of the most important aspects in innovation, context.So in this episode, I am talking with Neil Sequeira about innovation in large organizations.In this episode, we talk about:What is the business side of innovation?Why is it important to have a high-level view of your organization?Institutional blindness.Problem with KPI in innovation.Organization design not being supportive of innovative thinking.The biggest challenge in innovating in a large company.Should you have a separate innovation team?The problem of not being heard.Is it possible to make innovation legitimate?How to tackle this challenge?Neil is a connector, a joiner of dots - people, ideas, and things - to create and deliver value. While he is a chartered accountant by trade, his curious nature led him to various advisory, legal, software, hospitality, facilities management, and cash services industries before spending the last decade in the Australian telecommunications industry. Neil loves the first-hand experience of the joys, challenges, and heartbreak of creating and bringing ideas to life. But most of all, he loves to create platforms and opportunities to help other people find their authentic voices.ABOUTICT Podcast is all about innovation, communication, and technology – a few key areas that are super important in today's world. If you want to know what it takes to be a better innovator, better communicator, and leverage technology to make this world a better place, please subscribe. Every week, I bring new perspectives, ideas, tips, and techniques so that you can improve all these aspects of your life.WEB: https://www.anandtamboli.comLINKEDIN: https://www.anandtamboli.com/linkedinYOUTUBE: https://www.anandtamboli.com/youtubeBOOKS: https://www.anandtamboli.com/amazonSupport the show
Pragmatic solutions. That's an interesting one. Finding pragmatic solutions. With that cliffhanger, let's jump back in and look at a few pragmatic solutions that Org-ology has implemented.
Austrian economics has a lot to say about how to organize firms for maximum value generation. Austrian principles point to the delegation of entrepreneurial judgement to the front-line employees who interact directly with those who actually create value: users. The military organization models of the twentieth century, involving command-and-control in hierarchical structures, are slow to change, and the management literature evidences an unwillingness to abandon the hierarchy. But there is a fast-growing industry that's the locus of prodigious value generation where the hierarchy has already been abandoned and flat networks of distributed judgement are taking its place. Ulrich Möller is one of several Austrian economists who are studying the firms in the video game industry and demonstrating how their findings can bring positive organizational change to the rest of the business world (see our E4B Knowledge Graphic at Mises.org/E4B_133_PDF). Key Takeaways and Actionable Insights Organizational innovation has a long and successful track record in the video game industry. A lot of value has been generated in the video game industry in a short period of time. Video games surpass movies and music in revenue. Without a long history of corporate hierarchies and bureaucracy to shed, firms in the industry embraced the organizational innovations of open source software, including anonymous collaboration among highly distributed self-organized teams, peer review systems, and agile processes. In addition, the industry created its own laboratory for testing revolutionary organizational theories in virtual economies set in virtual worlds. Valve is a company in the video game industry that took organizational innovation to its logical conclusion: the end of hierarchy. Valve — a very successful, industry-leading company — pursued a value-generation logic to frame its approach to organization: Creativity is our core resource — the most important skill in game development.Creative employees are key to our capabilities.Creative people are most productive when left to express their own creativity in their own way.Hierarchy blocks creativity, as do planning and routine.How do we design a company to attract and retain the sort of people who are able to take the boldest creative steps? The answer? Let employees decide what to work on. Let them exercise entrepreneurial judgement. Let them, in effect, do both strategy and implementation. Give them all the decision rights. Let them identify customer preferences — since they know the customer best; let them decide how best to address those preferences; let them decide how to achieve competitive differentiation; let them allocate resources, choose costs, and manage profitability; let them control quality and decide when software is ready to ship. Employees work in self-organizing teams, and are free to migrate from team to team, and free to change their roles. There are no fixed job descriptions. In place of command-and-control, a few simple rules or constraints have emerged for the exercise of governance. F.A. Hayek wrote about norms that emerge in social groups to shape behavior. These are not legislation, i.e., written formal restrictions. They are what he called rules, constraints that everyone accepts in the shared commitment to collaboration and the pursuit of the most favorable outcomes. The most significant of these rules at Valve is the “Rule Of Three”, a simple agreement that at least three individuals must agree on the initiation of a new project, or on other major decision points. The emergent standard was that this is just enough to prevent maverick behavior, and a low enough number to facilitate agile action that's not bureaucratically constrained. Another rule or constraint goes by the name of Social Proof. This is a broader and looser peer review standard. If the original team wishes to recruit more members, they must persuade others of the value generating potential of the project (in competition with other projects in the firm); successfully doing so constitutes “social proof” of value. Rules-based peer review process replaces management structure. Conventional approaches to organizational design focus on structure. This might be command-and-control hierarchy, or structured networks, or strategic business units or functional departments. Valve abandoned structural thinking and replaced it with flow analysis. How can we attract the most creative people to our venture? How can we encourage the most productive flows of bold creative thinking? How can teams best assemble and collaborate for the most productive output? How can we integrate with the user community in the best way? How can the most value-generative projects attract the best resources? These are all questions about flow. Austrian economists are distinctive in viewing capital as a flow rather than a structure, and this view holds true for human capital just as much as physical capital. Emergent rules for self-organizing human systems can perform all the managerial functions that were historically left to control structures. Actionable Insight Summary Design your organization for flow not structure.Design to attract the most entrepreneurial people in the most entrepreneurial roles (self-selection).Let them self-organize.Let rules and value codes emerge.Teams as business units.Eliminate the boundaries between the firm and customers and other partners. Additional Resources "The Future of Organizational Design" — our E4B Knowledge Graphic (PDF): Mises.org/E4B_133_PDF "Levels without Bosses? Entrepreneurship and Valve's Organizational Design" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper1 "Entrepreneurship and Firm Strategy: Integrating Resources, Capabilities, and Judgment through an Austrian Framework" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper2
Austrian economics has a lot to say about how to organize firms for maximum value generation. Austrian principles point to the delegation of entrepreneurial judgement to the front-line employees who interact directly with those who actually create value: users. The military organization models of the twentieth century, involving command-and-control in hierarchical structures, are slow to change, and the management literature evidences an unwillingness to abandon the hierarchy. But there is a fast-growing industry that's the locus of prodigious value generation where the hierarchy has already been abandoned and flat networks of distributed judgement are taking its place. Ulrich Möller is one of several Austrian economists who are studying the firms in the video game industry and demonstrating how their findings can bring positive organizational change to the rest of the business world (see our E4B Knowledge Graphic at Mises.org/E4B_133_PDF). Key Takeaways and Actionable Insights Organizational innovation has a long and successful track record in the video game industry. A lot of value has been generated in the video game industry in a short period of time. Video games surpass movies and music in revenue. Without a long history of corporate hierarchies and bureaucracy to shed, firms in the industry embraced the organizational innovations of open source software, including anonymous collaboration among highly distributed self-organized teams, peer review systems, and agile processes. In addition, the industry created its own laboratory for testing revolutionary organizational theories in virtual economies set in virtual worlds. Valve is a company in the video game industry that took organizational innovation to its logical conclusion: the end of hierarchy. Valve — a very successful, industry-leading company — pursued a value-generation logic to frame its approach to organization: Creativity is our core resource — the most important skill in game development.Creative employees are key to our capabilities.Creative people are most productive when left to express their own creativity in their own way.Hierarchy blocks creativity, as do planning and routine.How do we design a company to attract and retain the sort of people who are able to take the boldest creative steps? The answer? Let employees decide what to work on. Let them exercise entrepreneurial judgement. Let them, in effect, do both strategy and implementation. Give them all the decision rights. Let them identify customer preferences — since they know the customer best; let them decide how best to address those preferences; let them decide how to achieve competitive differentiation; let them allocate resources, choose costs, and manage profitability; let them control quality and decide when software is ready to ship. Employees work in self-organizing teams, and are free to migrate from team to team, and free to change their roles. There are no fixed job descriptions. In place of command-and-control, a few simple rules or constraints have emerged for the exercise of governance. F.A. Hayek wrote about norms that emerge in social groups to shape behavior. These are not legislation, i.e., written formal restrictions. They are what he called rules, constraints that everyone accepts in the shared commitment to collaboration and the pursuit of the most favorable outcomes. The most significant of these rules at Valve is the “Rule Of Three”, a simple agreement that at least three individuals must agree on the initiation of a new project, or on other major decision points. The emergent standard was that this is just enough to prevent maverick behavior, and a low enough number to facilitate agile action that's not bureaucratically constrained. Another rule or constraint goes by the name of Social Proof. This is a broader and looser peer review standard. If the original team wishes to recruit more members, they must persuade others of the value generating potential of the project (in competition with other projects in the firm); successfully doing so constitutes “social proof” of value. Rules-based peer review process replaces management structure. Conventional approaches to organizational design focus on structure. This might be command-and-control hierarchy, or structured networks, or strategic business units or functional departments. Valve abandoned structural thinking and replaced it with flow analysis. How can we attract the most creative people to our venture? How can we encourage the most productive flows of bold creative thinking? How can teams best assemble and collaborate for the most productive output? How can we integrate with the user community in the best way? How can the most value-generative projects attract the best resources? These are all questions about flow. Austrian economists are distinctive in viewing capital as a flow rather than a structure, and this view holds true for human capital just as much as physical capital. Emergent rules for self-organizing human systems can perform all the managerial functions that were historically left to control structures. Actionable Insight Summary Design your organization for flow not structure.Design to attract the most entrepreneurial people in the most entrepreneurial roles (self-selection).Let them self-organize.Let rules and value codes emerge.Teams as business units.Eliminate the boundaries between the firm and customers and other partners. Additional Resources "The Future of Organizational Design" — our E4B Knowledge Graphic (PDF): Mises.org/E4B_133_PDF "Levels without Bosses? Entrepreneurship and Valve's Organizational Design" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper1 "Entrepreneurship and Firm Strategy: Integrating Resources, Capabilities, and Judgment through an Austrian Framework" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper2
Austrian economics has a lot to say about how to organize firms for maximum value generation. Austrian principles point to the delegation of entrepreneurial judgement to the front-line employees who interact directly with those who actually create value: users. The military organization models of the twentieth century, involving command-and-control in hierarchical structures, are slow to change, and the management literature evidences an unwillingness to abandon the hierarchy. But there is a fast-growing industry that's the locus of prodigious value generation where the hierarchy has already been abandoned and flat networks of distributed judgement are taking its place. Ulrich Möller is one of several Austrian economists who are studying the firms in the video game industry and demonstrating how their findings can bring positive organizational change to the rest of the business world (see our E4B Knowledge Graphic at Mises.org/E4B_133_PDF). Key Takeaways and Actionable Insights Organizational innovation has a long and successful track record in the video game industry. A lot of value has been generated in the video game industry in a short period of time. Video games surpass movies and music in revenue. Without a long history of corporate hierarchies and bureaucracy to shed, firms in the industry embraced the organizational innovations of open source software, including anonymous collaboration among highly distributed self-organized teams, peer review systems, and agile processes. In addition, the industry created its own laboratory for testing revolutionary organizational theories in virtual economies set in virtual worlds. Valve is a company in the video game industry that took organizational innovation to its logical conclusion: the end of hierarchy. Valve — a very successful, industry-leading company — pursued a value-generation logic to frame its approach to organization: Creativity is our core resource — the most important skill in game development.Creative employees are key to our capabilities.Creative people are most productive when left to express their own creativity in their own way.Hierarchy blocks creativity, as do planning and routine.How do we design a company to attract and retain the sort of people who are able to take the boldest creative steps? The answer? Let employees decide what to work on. Let them exercise entrepreneurial judgement. Let them, in effect, do both strategy and implementation. Give them all the decision rights. Let them identify customer preferences — since they know the customer best; let them decide how best to address those preferences; let them decide how to achieve competitive differentiation; let them allocate resources, choose costs, and manage profitability; let them control quality and decide when software is ready to ship. Employees work in self-organizing teams, and are free to migrate from team to team, and free to change their roles. There are no fixed job descriptions. In place of command-and-control, a few simple rules or constraints have emerged for the exercise of governance. F.A. Hayek wrote about norms that emerge in social groups to shape behavior. These are not legislation, i.e., written formal restrictions. They are what he called rules, constraints that everyone accepts in the shared commitment to collaboration and the pursuit of the most favorable outcomes. The most significant of these rules at Valve is the “Rule Of Three”, a simple agreement that at least three individuals must agree on the initiation of a new project, or on other major decision points. The emergent standard was that this is just enough to prevent maverick behavior, and a low enough number to facilitate agile action that's not bureaucratically constrained. Another rule or constraint goes by the name of Social Proof. This is a broader and looser peer review standard. If the original team wishes to recruit more members, they must persuade others of the value generating potential of the project (in competition with other projects in the firm); successfully doing so constitutes “social proof” of value. Rules-based peer review process replaces management structure. Conventional approaches to organizational design focus on structure. This might be command-and-control hierarchy, or structured networks, or strategic business units or functional departments. Valve abandoned structural thinking and replaced it with flow analysis. How can we attract the most creative people to our venture? How can we encourage the most productive flows of bold creative thinking? How can teams best assemble and collaborate for the most productive output? How can we integrate with the user community in the best way? How can the most value-generative projects attract the best resources? These are all questions about flow. Austrian economists are distinctive in viewing capital as a flow rather than a structure, and this view holds true for human capital just as much as physical capital. Emergent rules for self-organizing human systems can perform all the managerial functions that were historically left to control structures. Actionable Insight Summary Design your organization for flow not structure.Design to attract the most entrepreneurial people in the most entrepreneurial roles (self-selection).Let them self-organize.Let rules and value codes emerge.Teams as business units.Eliminate the boundaries between the firm and customers and other partners. Additional Resources "The Future of Organizational Design" — our E4B Knowledge Graphic (PDF): Mises.org/E4B_133_PDF "Levels without Bosses? Entrepreneurship and Valve's Organizational Design" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper1 "Entrepreneurship and Firm Strategy: Integrating Resources, Capabilities, and Judgment through an Austrian Framework" by Ulrich Möller and Matthew McCaffrey: Mises.org/E4B_133_Paper2
Toygar und Carsten sprechen über neue Denkweisen in der HR-Steuerung in Banken, Aufgabe alter Verhaltensmuster und die Wichtigkeit der HR-Strategie für die Unternehmensziele. Toygar ist Geschäftsführer der RheinWest HR Solutions GmbH. Sein Team und er verändern die Regeln der HR in Deutschland. Von Recruiting bis Talent Acquisition über Organization Design und Employer Branding verändern sie alles, damit Unternehmen und Mitarbeiter zueinander finden. Sie sollen nicht nur fachlich sondern auch charakterlich zueinander passen. Zu den Kunden gehören Unternehmen von Klein- und Mittelstand bis DAX Konzern, die erfahren wie sie ihre Mitarbeiter binden und dauerhaft weiterentwickeln können, damit außergewöhnliche Ziele erreicht werden. In dieser Folge lernt ihr: • Wie HR sich im Bankenmarkt positioniert und wie an alten Mustern festgehalten wird • Welche KPIs neben FTE und Personalkosten für die HR-Steuerung der Zukunft im Mittelpunkt stehen könnten, um seinen Personalkörper gezielt weiterzuentwickeln • Was Toygar als erstes machen würde, wenn er Leiter einer HR-Abteilung in Banken wird • Warum ein Commitment des Managements zu HR-Entwicklung und Transformation wichtig ist • Wie frühzeitig HR in strategische Überlegungen in der Unternehmenssteuerung eingebunden werden sollte
Colonel, US Air Force (retired) Dr Russ Barnes is Chief Strategist for Systro Solutions, an organization development firm specializing in small business. He has more than 30 years' experience drawn from military service, small business ownership, executive coaching, strategy development and organization design consulting. His Purposefully Profitable™ Program guides small business owners in creating and implementing a customized progression. In support of the Purposefully Profitable™ Program, he produced the Purposefully Profitable™ Podcast and the Mission Mapping™ Workshop. Russ speaks publicly on Organizing Your Business for Profitable Growth and CEO Skills for Small Business. He is the best-selling author of Small Business for Servicemembers: 15 Things You Need to Know to be Purposefully Profitable and a co-author of two best-selling books: Gamechangers for Government Contractors and Mission Unstoppable: Extraordinary Stories of Failures Blessings. Dr Barnes received his Bachelor in Business Administration from Manhattan College (NY), his Master in Business Administration (MBA) from Embry-Riddle Aeronautical University, his Master of Science in Strategic Studies from Air University and his PhD in Organization Development from Benedictine University. The title of his dissertation is Organization Design for Small Business: A Discovery of Business Fundamentals for Executing a Purposeful Path to Profitability. Connect with Russ by email - russ@systro.org or LinkedIn (www.linkedin.com/in/rcbarnes). For more information, visit www.systro.org.
Toygar ist Geschäftsführer der RheinWest HR Solutions GmbH. Sein Team und er verändern die Regeln der HR in Deutschland. Von Recruiting bis Talent Acquisition über Organization Design und Employer Branding verändern sie alles, damit Unternehmen und Mitarbeiter zueinander finden. Sie sollen nicht nur fachlich sondern auch charakterlich zueinander passen. Zu den Kunden gehören Unternehmen von Klein- und Mittelstand bis DAX Konzern, die erfahren wie sie ihre Mitarbeiter binden und dauerhaft weiterentwickeln können, damit außergewöhnliche Ziele erreicht werden. In dieser Folge lernt ihr: - was Data Jobs ausmacht - wie gutes Recruiting funktioniert - was Arbeitgeber bieten müssen - wie Daten HR verändern werden
When leaders model their vulnerability...it encourages employees to do the same which positively impacts workplace culture, says Claudia Richman, Founder, Principal, and Change Artist at We Grow Forward and my guest this week on the podcast. Claudia is an Organization Design and Change expert who has done extensive work helping companies plan and navigate high growth. Claudia most recently converted her passion into action, at a technology firm, where she helped create a culture focused on equity, diversity, and anti-bias. In this week's show, she talks about how she did that, the importance of dismantling processes/policies that do not support equity, and the role of vulnerable leaders in creating change. Tune in to listen to Claudia's enlightening insights and then let us know: How might we disrupt the inequitable policies in our workplaces? Also, who else do you know who is doing this important work? Please share in the comments. Resources Claudia Richman on LinkedIn | Twitter
Designing healthcare products and services is not for the faint of heart. Innovating here means going up against long R&D timelines inside a complex, interconnected system where the stakes are often extremely high. Thomas Sutton, Chief Design Officer at frog, is leaving the pond after 16 years. But before he takes on a new role leading Design for Digital Health R&D at AstraZeneca, he offers his insight into designing healthcare products and services around the patients and providers who will encounter them. Find out why changing the healthcare system to improve health outcomes for all requires patience, passion and lots of courage.Brought to you by frog, a design and strategy consultancy. frog is part of Capgemini Invent. (https://www.frogdesign.com)Find episode transcripts and relevant info (https://www.frogdesign.com/designmind/design-mind-frogcast-ep-12-innovation-work-takes-courage/)Download the frog financial services report 'Digital Transformation Needs Design' (https://info2.frogdesign.com/en/digital-transformation-needs-design)Download the frog financial services report, 'Design for Digital Trust' (https://info2.frogdesign.com/designing_for_digital_trust)Audio Production: Richard Canham (https://www.richardcanham.com/)
In this episode, Niyati Goel, Sr. Manager Global Compensation at The Hershey Company talks to our CEO, Kartik Mandaville and Project intern, Naman Chaturvedi about the importance of organization design and how it comes out of two things - Business strategy and Organization culture. They also discuss how inclusivity at the workplace is more about finding similarities in the people you work with, irrespective of different countries, cultures, education, backgrounds, differences and companies.Niyati has managed the HR functions across all verticals and has worked in Singapore, Malaysia, Middle east and the United States in FMCG, Travel and Tech domains. She is a certified SPHR (Senior Professional in Human Resources) professional with an engineering background and an MBA in HR from XLRI.Organization design comes out of your business strategy and organization cultureNiyati suggests that before we go into how organization design is important for culture, we need to understand what organization design really is. In a simple way, organization design and culture is how things get done in an organization.The organization design comes out of two things: What is your business strategy: What do you want to produce, deliver and solve? Who are your consumers? The organization culture: To an extent, it is a derivative of the culture based on how you get things done, which kind of market you operate in.Let's say you operate in a very dynamic market, your structure needs to ensure that delivery. Thus you need to probably have a very simple or non-hierarchical structure where the information flow and employee duties are performed quickly to deliver their goals.But if you work in a highly structured environment, say in the legal field, your structure needs to match the delivery you're trying to achieve as an organization. So to a certain extent it is a derivative. Therefore, your organization design comes from your updated business strategy. Keep the communication chain as short as possible:Niyati derived an analogy from a game called Chinese Whisper which focuses on the importance of the right kind of communication. So, one learning from this particular game is that the more you de-layer the communication, the easier it is. We can simplify communications and avoid misunderstandings by keeping the chain as short as possible. And this is one of the ideas from an organization design point of view. There are indeed multiple other ideas on how you can avoid misunderstandings in virtual communications. A call is better than a text, a video is better than a call. Hence, face to face interaction is still better than all of the three. And these opportunities and forums need to be created among team members.Understanding the real meaning of inclusivity at the workplaceNiyati shares that we must know that the world is more similar than different. The more we consider it different, the more we step away from reaching the language of inclusivity. However, of course, there are few differences,some very tangible ones. For example, time zones or language. Some intangible differences could be ways of working which are not immediately identifiable in an online working model.In the same way, there are some tangible and intangible similarities as well. So, if you recognize these two and start with the similarities first, you will be able to achieve your goal.Produced by: Priya BhattPodcast host: Kartik Mandaville, Naman Chaturvedi
PrusaLive #21 was loaded with content! We'll had multiple guests from our community makerspace "PrusaLab", we'll talked about the lab itself and the projects created in it. We also announced that we're joining the 3MF Consortium. And we also announced the winners of the PrusaPrinters organization design contest!
Passwordless authentication methods provide a better user experience and are more secure than passwords. But how do developers make sense of the many differing technologies out there (WebAuthn, FIDO2, magic links, authenticator apps, Touch ID, etc.)? Julianna Lamb cofounded Stytch to help us out. They make it easy to integrate modern, passwordless authentication flows into your apps. She shares her expertise on picking the right authentication method, how she started a company during a pandemic, and her approach to organization design and people development. Episode resources Check out Stytch Blog posts on org design and code reviews Julianna is on Twitter So is Andy and this show
In this episode of the HR Leaders podcast, I'm joined by my guest Norm Smallwood, Leadership, Organization Design & HR and Partner, Co-Founder at The RBL Group.Episode highlights[01:19] - How Norm's relationship started with Dave Ulrich[02:31] - How Norm & Dave are constantly disrupting themselves[04:53] - What is RBL.ai?[07:01] - How does it work practically[10:44] - Why hasn't something like this been done before?[12:59] - What are your aspirations for a system like this?[15:42] - How a freemium model benefits everyone involved[18:00] - Why RBL.ai is an agnostic solution[21:09] - A look at the online assessment[21:55] - What the technical side looks like[24:21] - Why it's hard to stop doing what we do well[26:50] - How COVID has become a catalystIf you enjoyed the podcast be sure to subscribe for more content like this. www.hrdleaders.com/podcast
About Michelle Michelle Leedy serves at Trinity Health as Director of Organization Design, Development, and Performance Management. Michelle is passionate about creating positive, sustainable impacts through intentional leadership, strategy, and execution. Her background comprises over 15 years in consulting and leadership roles in the areas of organization development and human capital strategy including change management, talent management, and learning and development within industries and functions including healthcare, utilities, information technology, human resources, higher education, retail, government and banking. About HR Like a Boss In late 2018, John began working on a presentation centered around the key concept that the best human resources professionals he knows have a unique understanding of the financial and business side of their organizations. In fact, some of the best are business people first and human resources professionals second. After delivering the fourth presentation to a local SHRM chapter the idea for writing a book was born. And everyone knows the best way to write a book about gaining expertise is to talk to the experts. These chats build the foundation for "HR Like a Boss" the book while providing game-changing advice from those conducting human resources "like a boss." --- Send in a voice message: https://anchor.fm/willory/message
“The Important Questions” is part of The Conversation, our holiday 2020 audio series. Explore this collection of brief but meaningful insights and reflections curated by the Domain7 team.
In this special Veterans Day episode, Col (Ret) Dr Russ Barnes, PhD shares the leadership and life lessons he learned in his 27 years with the U.S. Air Force. In talking about his Air Force career, Russ discusses the challenges he faced and how he dealt with them. In addition we talk about the importance of being authentic and following your own path. Moreover Russ talks about the challenges of being an entrepreneur and shares the basic skills needed to start a business. Furthermore, as a strategist, Russ is a path finder. He specializes in Strategy Development and Organization Design for Small Business. Moreover, Russ is committed to helping small business owners become purposefully profitable on their way to entrepreneurial prosperity. Finally, at the end of the episode, Russ and Emily talk about systemic injustice and how we as individuals can contribute to resolving issues that seem bigger than ourselves. Episode Highlights: Emily and Russ talk about how they met and their mutual love of basketball. They each have the superpower of being a leftie! Then Russ talks about his Air Force career. Furthermore, he talks about how he handled the adversity he faced during his Air Force career as well as his perspectives on leadership. Russ is an INTJ (Meyers Briggs). He shares when he learned he was an INTJ and and how it impacted his life. Then Russ explains the difference between staff vs operational positions and importance of staff work. Russ shares some of his authentic leadership practices. When Russ retired as a Colonel, he had a goal to never work for anybody else again. Russ has had a few different jobs after he retired. Next Russ shares how he became an entrepreneur and some of his struggles and realizations along the way. As an entrepreneur, Russ learned about the struggle entrepreneurs face in becoming profitable. He learned how to create a value proposition. Russ shares the 3 basic skills needed to build successful business. Also, he talks about how to put a price on the value you deliver. Furthermore, Russ helps people get out of "entrepreneurial poverty". Also, he knows how to do it because he did it himself. Russ helps entrepreneurs become purposeful on their path to profitability. Russ shares a story about how he learned some lessons on pricing his value. Russ is a strategist. Not a coach or a consultant. Russ shares the lessons he learned in pricing his services as an entrepreneur. His company is all about intentionality and purpose. Many entrepreneurs haven't thought about where they want to take their company. Russ explains his definitions of strategy and business. Then he shares the kinds of things he discusses with his clients. Join a Mastermind or invest in a coach. Surround yourself with people push you. It’s important to know yourself and how you work best. Finally, Russ shares his message on social justice and what individuals can do to move social justice along in the right direction. Resources Mentioned: Russ Barnes on LinkedIn Systro Solutions Game Changers for Government Contractors An Authentic Conversation on Racism in America Purposefully Profitable Podcast Your Amazing Itty Bitty® Small Business for Service Members Book: 15 Things You Need To Know To Be Purposefully Profitable Building Your Business of the Basics Speaking Truth to Power Put the money where your mouth is… Speaking Truth to Power Emily Harman Soul Pajamas Onward: Instagram | Twitter | Facebook | Onward Movement Facebook Group | YouTube PodcastPress
#organizationaldesign #enterprisedesign #teamtopologies Covid-19 has forced organizations to rethink how work is carried out. In this episode, we discuss the organizational issues surfaced by the pandemic and then move on to more practical advice on organizational (re)design that supports working remotely in all its forms. We touch on the learnings that organizations should embrace from the ad-hoc communities that were formed in this period, innovation and transformation when remote, organizational purpose vs values vs culture, and the successful organization of the future. My guests are distinguished Organizational and Enterprise Design practitioners: Naomi Stanford, Matthew Skelton, and Milan Guenther. https://www.linkedin.com/in/naomi-stanford-54373b2/ https://www.linkedin.com/in/matthewskelton/?originalSubdomain=uk https://www.linkedin.com/in/milanguenther/ Dr. Naomi Stanford is an organization design practitioner, teacher, and author. She is the author of six books: Organization Design: The Practitioner's Guide, Organization Design: Engaging with Change, Organization Design, the Collaborative Approach, The Economist Guide to Organisation Design, Corporate Culture: Getting it Right (also an Economist publication) and Organizational Health: an integrated approach to building optimum performance. Naomi also writes articles, speaks at conferences, and tweets regularly on organization design: https://naomistanford.com/ Matthew Skelton helps organizations to be more effective at building and running software systems, with a focus on fast flow and operational excellence. He provides consulting, training, and writing on digital technology strategy & engineering practices to organizations around the world. Co-author of the acclaimed book Team Topologies (IT Revolution, 2019), Matthew Skelton has been building, deploying, and operating commercial software systems since 1998. Head of Consulting at Conflux, he specializes in organization dynamics, Continuous Delivery, and operability for software in manufacturing, e-commerce, and online services, including cloud, IoT, and embedded software: https://confluxdigital.net/ Milan Guenther is a partner at Enterprise Design Associates, a global curated network of practitioners, where he works with organizations of all shapes and sizes on innovation and transformation. He wrote Intersection, a book introducing the Enterprise Design Approach for systemic and holistic design in complex enterprises. Milan is one of the organizers behind the INTERSECTION Conference series, and worked extensively with Design Sprints to achieve significant impact with limited time and resources, and was among the first Google-certified Design Sprint Masters. He is teaching Enterprise Design as part of a Master's Program in Digital Innovation and Transformation at SciencesPo Paris: https://www.enterprisedesign.io/ MAKING REMOTE WORK - is a limited series led by the ORGANIZATIONAL DESIGN COMMUNITY and hosted by SKILLS FOR MARS. It is a public service video-podcast in response to the COVID-19 pandemic. It will host 20+ researchers and practitioners in the field of distributed work. They will share their insights and knowledge to support companies and employees who are making this transition. If you are interested in the Future of Work - consider subscribing to Skills for Mars: https://bit.ly/3cA2UF1 Support the Skills for Mars podcast? Please visit: https://www.skillsformars.com or https://www.patreon.com/skillsformars - LinkedIn @skills for mars - Facebook @skillsformars - Instagram @skillsformars - Twitter @skillsformars - TIMESTAMPS - 00:00:00 – Podcast start 00:01:20 – Introductions 00:06:18 – Organizational issues surfaced by Covid-19 00:15:00 – Organizational design for remote work 00:26:30 – Purpose vs Values vs Culture 00:29:54 – Organizational (re)design for companies moving remote 00:37:00 – Innovation & transformation by... Support this podcast
Børge Obel is a professor at the Interdisciplinary Center for Organizational Architecture, Business and Social Sciences, Aarhus University, Denmark, and professor at EIASM, Brussels. He teaches graduate courses in organizational design and digital transformation. Børge holds a Ph.D. and a Dr. Oecon. from Aarhus University, Denmark. His research interests fall within strategy, management, and organizational design. Børge is the lead expert in EcoMerc on Strategic Organizational Diagnosis and Design. Børge Obel has published several books including Organizational Design: A Step-By-Step Approach, Cambridge University (jointly with Richard M. Burton and Geraldine DeSanctis), second edition 2011, and the third edition with Richard M. Burton and Dorthe Håkonsson. He has published numerous academic papers including papers in Strategic Management Journal, Organization Science, ASQ and Management Science. He was the founding editor of Journal of Organization Design. He has served as an advisor to the Danish Government on e-infrastructure. He also serves on a number of company boards. - TIMESTAMPS - 00:00:00 – Podcast Start 00:01:07 – Borge Obel - Introduction 00:05:00 – Virtual vs Distributed vs Remote Work 00:11:10 – Is remote work here to stay? 00:14:40 – Organizational design for remote work 00:18:28 – Remote work and its effect on team coherence 00:21:35 – Opportunism and cheating when working remotely 00:24:35 – Are matrix or functional organizations suitable for remote work? 00:28:18 – Designing better remote organizations with the use of data 00:34:20 – Designing incentives for remote organizations 00:36:40 – Power and promotions when remote: “the virtual rat race” 00:39:57 – Insights on all-remote companies from an organizational design perspective 00:46:13 – Organizational design advice for companies moving or starting remote 00:49:38 – Future organizational design research areas that are driven by the Covid-19 pandemic 00:55:24 – Final thoughts on remote work MAKING REMOTE WORK - is a limited series led by the ORGANIZATIONAL DESIGN COMMUNITY and hosted by SKILLS FOR MARS. It is a public service video-podcast in response to the COVID-19 pandemic. It will host 20+ researchers and practitioners in the field of distributed work. They will share their insights and knowledge to support companies and employees who are making this transition. If you are interested in the Future of Work - consider subscribing to Skills for Mars: https://bit.ly/3cA2UF1 Support the Skills for Mars podcast? Please visit: https://www.skillsformars.com or https://www.patreon.com/skillsformars - LinkedIn @skills for mars - Facebook @skillsformars - Instagram @skillsformars - Twitter @skillsformars Support this podcast
The way in which we work effectively has never been more important. While employees are reporting increased levels of productivity working remotely, a lack of face-to-face interactions mean there are limitations to collaboration and many challenges remain. Now that the "genie is out of the bottle", how should organizations think about designing remote collaboration for an effective distributed workforce? For this conversation, Michael Creamer was joined by Phanish Puranam, Roland Berger Professor of Strategy & Organization Design, and Marco Minervini, Postdoctoral Fellow, Organizations and Algorithms, both at INSEAD Business School.
Dr. Puranam is the Roland Berger Chaired Professor of Strategy and Organisational Design at INSEAD. His research in organizational science focuses on how organizations work, and how we can make them work better. His current interests include: organizational design in the age of algorithms, non-hierarchical and informal organizations, architectures that support self-assembling teams. We had an incredible talk about the Future of Work and how this re-shapes organizations, about using data to better design structures, processes and interactions. We touch on start-ups, a better integration of gig workers, offshoring of resources, matrix and flat organizations, remote work. To show your support for the podcast you can subscribe (free) on my website: www.skillsformars.com and click the YouTube - confirm your subscription button Music: https://www.purple-planet.com/ (https://www.purple-planet.com) Support this podcast
Tatyana Mamut is the Head of Product (CPO) at NextDoor. She has been a leader in the media and technology industry for more than twenty years. Previously, Tatyana was the Head of Brand Planning at Leo Burnett, Founder and Senior Director of Organization Design at IDEO, the Vice President of Product Experience of IoT Cloud at Salesforce, and the General Manager of Product Management at Amazon Web Services. Mamut has a bachelor's degree from Amherst College, and a PhD from the University of California, Berkeley. Tatyana talks about coming to the United States as a refugee from the Soviet Union, cultivating interconnected and vibrant communities, and the ethical responsibilities of tech leaders. Reach out to Tatyana on LinkedIn. Stay up to date with Witty through our website, LinkedIn or email us at podcastwitty@gmail.com.Support the show (http://wittypod.com)
An exclusive interview with the Supporting Agile Adoption Initiative at their yearly meeting in Stockholm, Sweden. Attendees included Hendrik Esser of Ericsson, Eric Abelen of ING, Bjarte Bogsnes of Equinor, Jutta Eckstein of IT communication, Jorgen Hesselberg of Comparative Agility, Jens Coldewey of Improuv, Marcin Floryan of Spotify, John Buck of Governance Alive, Elena Vassilieva of Ericsson, and Ray Arell of Agile Alliance. We talk about organizational design in Agile companies to promote higher contextual awareness and coordination between parts within companies. We also talk about sustainability and how development teams can help innovate and create a sustainable future. (00:00) Introduction(02:35) What is the Supporting Agile Adoption Initiative (07:47) Organizational Design and Octopus Structures(36:31) Sustainability(46:54) Wrap upThis podcast is licensed under CC BY-NC-ND 4.0Support the show (https://www.agilealliance.org/membership-pricing/)
Deanna Bass is the Executive Director of Global Diversity & Inclusion at Procter & Gamble. She is a speaker, writer, advocate and diversity champion with more than 25 years of experience as a human resources executive. She is a chief architect of P&G’s Global Gender Equality strategy and co-creator of the “Women at Work: Myth vs Reality” campaign which launched in Davos in 2018. As part of her work in gender equality, Deanna sponsored a multi-year partnership with Catalyst, Inc bringing their Men Advocating Real Change initiative into the portfolio of P&G’s leadership development curriculum. She also authored P&G’s Equality Based Policy initiative which focused on global paid parental leave, pay equality, expanded flexibility, and disability inclusion. Deanna has extensive experience in Organization Design, Organization Transition & Transformation, Strategic HR Partnerships, Talent Management, Executive Coaching, and Change Management & Divestitures on behalf of multi-billion dollar brands. Deanna was the past Vice President of Hope Springs Institute Board of Directors and currently sits on the Board of All In Together, a collaboration-driven campaign to empower and inspire American Women to drive meaningful change in their communities. She also serves on Working Mother’s Multicultural Women and Work Beyond Summit Advisory Board. She is the recipient of the 2018 Ted Childs Life Work Excellence Award for her work in advancing culture, dependent care, flexible work, and parental leave policies. A Midwest native, Deanna has lived and worked across the U.S. and the globe. She currently resides in Cincinnati, Ohio.
“Fail fast doesn’t mean pray and spray,” warns Ron Carucci when asked about companies who rush to market without due diligence and suffer from “EBITDA addiction.” Ron has a 30-year track record helping organizations articulate and execute strategies that lead to accelerated growth. In this episode, he shares two examples that demonstrate how he uses organization design to encourage clarity-driven innovation. He also discusses the three ways to organize work and explains why your work, your people and your technologies must be integrated to stay ahead.
Jimi is a seasoned Career Success Catalyst, motivational speaker, and the CEO of Inspiro Consulting (a Human Resources Consulting firm based in Lagos State, Nigeria). He holds vast experience as a Human Resource Professional in HR Consulting and he is a Generalist with competencies developed in HR Strategy Interpretation & Implementation; Emotional Intelligence; Talent Management; Organization Design; Manpower Planning; Job Competency profiling; Job Analysis & Evaluation; and Manning Analysis & Leadership Training. Jimi is a member of the American Association of Small Business Consultants, Texas, USA; the International Certified Consultants Association, Canada; and as mentioned earlier, is a certified Job Evaluator and Emotional & Social Competence Intelligence Specialist with the HayGroup of South Africa. Twitter and Instagram - @JimiTewewww.jimitewe.org#1000africanvoices
This podcast features Eli Silva, Senior Product Designer at Pivotal Labs, and his Presentation, “Designing for Diversity in Organization Design” from the design leadership conference Prototypes, Process & Play on August 11th, 2017. [Prototypes, Process & Play][1] presentation podcasts are sponsored by [Balsamiq][2] - with Balsamiq Mockups, anyone can design great software.
In this episode, Karen Tate, an organization development consultant with years of experience in global organization design, joins the show to share her approach to designing organizations for change. Listen to the interview to hear about the factors to consider in organization design, the common challenges to implementing org design changes, and Karen's approach to org design projects.
Topic: Join Antlerboy and JP as they talk with Stephan Meyer where they discuss the topic of Corporate Superstition. Why are things done "this way" and not some other way in various corporations. What happens when the old ways are found to be incorrect? What are some ways to overcome these superstitions Hosts: Joseph Paris, Founder of the OpEx Society & The XONITEK Group of Companies Benjamin Taylor, Managing Partner of RedQuadrant. Guests: Stephan Meyer More about Stephan on LinkedIn About Stephan: Stephan Meyer orchestrates successful change initiatives in the field of operational excellence. He has held roles as: Member of the Board, Project Leader, Program Manager, Coach, and Trainer. He has increased corporate value by applying the following approaches (in alphabetical order): Business Psychology, Business Wargaming, Change Management, Corporate Foresight, Crisis Management, Cultural Change, Innovation Management, Lean Management, Merger & Acquisition, Multi Project Management, Operational Excellence, Organization Design, Performance Measurement, Private Equity, Program Management, Restructuring, Service Management, Strategic Management, Turnaround
In episode three of the Change Exchange podcast, Kate Morican and Amir Rahnema, Deloitte's national leader for Organization Design, discuss the changing landscape of organization design and the importance of blending organization design best practices into strategies and plans surrounding change. Dans le troisième épisode de la baladodiffusion Entretien sur le changement, Kate Morican et Amir Rahnema, le leader national du groupe Conception organisationnelle de Deloitte, discutent de l'évolution de la conception organisationnelle et de l'importance d'intégrer les meilleures pratiques de conception dans les stratégies et les plans de changement.
In this episode of To Be Continuous, Edith and Paul dive into the question of specialization. They discuss the pros and cons of working with specialists vs. generalists, and how your decisions in this area can have a wide ranging impact on your product and company.
In this episode of To Be Continuous, Edith and Paul dive into the question of specialization. They discuss the pros and cons of working with specialists vs. generalists, and how your decisions in this area can have a wide ranging impact on your product and company. The post Ep. #25, Specialization In Organization Design appeared first on Heavybit.
The 2nd Millennial call was not only engaging but also quite unpredictable. With 4 Millennials, including one in India, and my co-host Gert Penne in Belgium, we explored what the next generation seeks in Workplace Cultures and Organizations.
What is Lean UX and how does it change the way that designers work? What are the most effective ways for design organizations to be structured? In this episode, Austin interviews Jeff Gothelf (Author of Lean UX & Sense and Respond) to take a deep dive on UX in the modern workplace and the future of design. "The goal for me is to illustrate to the folks that I'm speaking with, what the new focus of digital product and service design is. And it's not cranking out more features. It's not getting more stuff out the door and in front of customers. It's having a meaningful impact on customer behavior." — Jeff at 7:54 Jeff’s website: www.JeffGothelf.com Read Lean UX: www.LeanUXBook.com Read Sense and Respond: http://SenseAndRespond.co Jeff on Twitter: Twitter.com/jboogie Email us: Hello@UXandGrowth.com Austin on Twitter: Twitter.com/ustinKnight Geoff on Twitter: Twitter.com/dailydaigle Matt on Twitter: Twitter.com/mattrheault
In this episode of the Tech Leaders Podcast, Vinod Sankaranarayanan, a program manager with ThoughtWorks, interviews colleague Sriram Narayan, who is an IT Management consultant and the author of a new book, Agile IT Organization Design. Sriram's book provides a basis for reviewing and reshaping the IT organization to equip it better for the digital age. Over the next 18 minutes, they explore IT reorganization from a structural angle. They discuss how to differentiate between organizational activities and outcomes and forming teams accordingly, how to execute streams of work that cut across different product-centric teams and the role of project and program managers in product-centric IT.
Melissa Walker / Blue Cross Blue Shield of Texas Melissa is a highly motivated Human Resource leader with 13 years of proven success in developing and maintaining strategic business partnerships to align business needs to HR strategy. Through Talent Acquisition, Leadership Development, Talent Management, Transition Resource Planning, Process Management, Compensation/Total Rewards, Organization Design and Change […] The post Melissa Walker with Blue Cross Blue Shield of Texas appeared first on Business RadioX ®.
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