1 | @claropartners #newco Autonomy in Alignment for Decentralised Organisations Claro Partners at NewCo 27 October 2016
1 | @claropartners #newco
Autonomy in Alignment for Decentralised OrganisationsClaro Partners at NewCo27 October 2016
2 | @claropartners #newco
3 | @claropartners #newco
Content
1. About Claro
2. Why do we need a new way of working?
3. What is autonomy in alignment?
4. How to transition and adapt?
5. Discussion
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1. About Claro
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WHO WE ARE
Claro Partners is an international business innovation and service design firm.
We make sense of disruptive shifts in business and society to develop new market opportunities, strategies and business models.
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WHAT WE DO
By combining social science, design thinking and business strategy, we lead our clients to solutions that create value for both business and for society.
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We take an ethnographic approach to business and design challenges
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2. Why do we need new ways of working?
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The traditional organisation is struggling to innovate
and attract talent.
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New attitudes towards jobs and lifestlye
New expectations towards customisation of products
New capabilities to get things done independently
New balance of economies of scale vs.
economies of small
Large scale, hierarchal organisations were not built for current context
We need new organizational design
for a new dynamic reality
INDIVIDUALS
SOCIE
TYTECHNOLOG
Y
ECON
OMY
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ROLESMany stages and titles Flexible roles
CONTROLHierarchy of control Decentralised decisions
RESOURCES AND IDEASIsolated in teams and departments Rapid diffusion
PEOPLE ACCESSLimited Short and available pathways
CULTUREStatus valued Non-status related set of values
WORKExecution Creativity and initiative
TRADITIONAL HR MODEL VALUE CREATION NETWORK
Centralised
Inflexible, rigid and highly defined
Roles, stages and relationships
VALUE CREATION
STRUCTURE
REWARDS AND INCENTIVES
Decentralised
Adaptive capacity, dynamic
For value added to the network
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Machine Family Organism
This points us to a new metaphor for the organisation
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Value creation networks will only function with “autonomy in alignment”
Control
FreedomControl Autonomy in alignment
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Autonomy in alignment should be present in structure, people, experience
Who is the new employee?
What does the structure look like?
What is their experience from
recruit to alumni?
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3. What is autonomy in alignment?
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What does the structure look like?
1) Organizational Structure
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Structures for value creation networks
3 NETWORK
2 HUB & SPOKES
1 SEPARATE CELLS
individuals teams
1) Organizational Structure
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Separate cells| every person is a virtual company and delivers end-to-end products to their own customers
Alex
Nick
CliveDave
Josh
1) Organisational structure
Matt Black Systems
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Hub & Spokes| cells share a fundamental set of capabilities that enable them to deliver a product or service
1) Organisational structure
Handelsbanken
LeedsChippenham
Poole
Ipswich
London
Yeovil
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Network| every team owns one piece of the service
1) Organisational structure
Spotify
Ads
Track listing
Artist pages
Play button
DiscoveryBrowsing experience
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Structures for value creation networks
3 NETWORK
2 HUB & SPOKES
1 SEPARATE CELLS
individuals teams
1) Organizational Structure
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The operating system that enables autonomy in alignment
Common Principles
#1 Be accountable to the customer before the company
#2 Organise around offers, not capabilities
#3 Set the direction, not the route
#4 Enable problem-solving, don´t provide the solutions
#5 Don´t set it and forget it
Separate Cells
Hub and spoke
Network
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Who is the new employee?
2) People
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People are the most important elementof a value creation network
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“I am responsible for taking action, asking questions, getting answers, and making decisions. I won’t wait for someone to tell me. If I need to know, I’m responsible for asking.”
Learning-maniac pledge, WD40
2) People
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Value creator characteristics
For finding their own solutions• Curious• Resourceful• Collaborative
For being adaptive• Has or can acquire multiple skills • Holistic thinker• Responsible risk taker
For a culture based on norms, not standards• Self-motivated • Self-disciplined• Has empathy
2) People
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3) Journey
What is their experience from
recruit to alumni?
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Autonomy in alignment is an everyday experience
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Autonomy in alignment at every step
Aware
Connect
Create
Position
Assess
Start
Reward
Stay e
ngaged
Personal
change
Develo
p
Leave
3) Journey
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Autonomy in alignment should be present in structure, people, experience
Who is the new employee?
What does the structure look like?
What is their experience from
recruit to alumni?
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4. How to transition and adapt?
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How to transition and adapt?
CHANGE
COMMITMENT STRATEGY
TRANSITIONCULTURE
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Two stories:
Realising one big roll
out
Small and incremental experiments
SEMCOING
TOP-DOWN BOTTOM-UP
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One big roll out
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Make complex, simple:
SurveyWorkshops
EXPERIENCESTRUCTURE BEHAVIOUR
Set-up
Orange Code Agile Way of Working
New RolesNew Responsibilities
Ground RulesAgile Coach
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Make complex, simple:
SurveyWorkshops
EXPERIENCESTRUCTURE BEHAVIOUR
Set-up
Orange Code Agile Way of Working
New RolesNew Responsibilities
Ground RulesAgile Coach
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Make complex, simple:
SurveyWorkshops
EXPERIENCESTRUCTURE BEHAVIOUR
Set-up
Orange Code Agile Way of Working
New RolesNew Responsibilities
Ground RulesAgile Coach
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Make complex, simple:
Ground RulesAgile Coach
SurveyWorkshops
EXPERIENCESTRUCTURE BEHAVIOUR
Set-up
Orange Code
New RolesNew Responsibilities
Agile Way of Working
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One big roll out
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Small and incremental experiments
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Snowball effect:
Closed/ open payroll
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Snowball effect:
Set your own salary
Closed/ open payroll
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Snowball effect:
Set your own salary
Hire & fire
Closed/ open payroll
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Small and incremental experiments
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• We need a new way of working
• Organisational structures for value creating networks
• New employee profile
• New employee experience
• Transition top-down or bottom-up
Summary
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5. Q&A
Claro Partnerswww.claropartners.com
+34 931 786 332
Aldo de Jong Co-founder + Partner
Harry [email protected]
Let’s continuethe conversation…