Organizations tend to do this every now and again: Reorganize the structure to suit a new strategy, a change in the management team, try out a new hierarchy model, and so on.
In this post I lay out some alternatives, and end with a practical first step.
One of the pitfalls of reorganizations is that they provoke a huge amount of anxiety and resentment: people’s direct and indirect managers change, their role description changes, their promotional path becomes unclear.
I would like to suggest a different approach. Instead of a reorganization, gradually deorganize. Shed away redundant structure, and replace them with loose structures. Allow your organization to grow in response to real market needs, and not according to a decision that was made a couple of years earlier based on data that may have been momentarily correct, but have become irrelevant for today’s reality.
Sounds impossible? Actually, you see such structures every day of your life. When you see ants collecting food for winter, when you see schools of fish swimming together, when you watch migrating birds practicing towards their long flights and when they embark on their fantastic and inspiring far-away journeys.
These structures are not decided upon – they emerge according to changing needs of the group. Even ants have changing realities: when their nest is being attacked or flooded, as well as when they prosper and have food in abundance to accumulate for rough times.
In our business life we like to think that we can create strategies that can predict our organizations’ growth and needs for upcoming years. The truth is as far from this as can be. A good strategy is one that enables the organization to continually change in reaction to its present reality. Read more…
Posted in Agile
and tagged agile
, Agile and the Evolution
, Dan North
, Open Systems Theory
, Professor Deming
, Self Management
, Self Organization