Igniting The Genius Within - Part 7 Flame Tao
This document was uploaded by user and they confirmed that they have the permission to share it. If you are author or own the copyright of this book, please report to us by using this DMCA report form. Report DMCA
Overview
Download & View Igniting The Genius Within - Part 7 Flame Tao as PDF for free.
More details
- Words: 1,186
- Pages: 22
Innovation in Organization Design
FLAME TAO Knoware Pvt. Ltd. Totally……Aligned…….Organization 1
The need for rethink Organization design and HR practices located in the idea of closed systems and steep hierarchies Extrinsic reward and idea of control Structure as primary and systems as secondary
Reality: Value streams that cross several organizations Knowledge that is very widely held Centrality of the knowledge worker Speed of change and therefore realigning the Value Stream Autonomy, mastery and purpose the central motivators 2
The individual – source of living energy for the Organization CHOICE MAKING AND ROLE SHAPING PROCESSES
ABILITIES SKILLS AND KNOWLEDGE
INVISIBLE
VISIBLE
CORE INDIVIDUAL PROCESSES & CORE GROUP PROCESSES Determine the Organisation energy and synergy
CORE TASK PROCESSES Determines the measurable work output 3
The individual in a network ual d i v Indi esses c l Pro dua i v i Ind i t ie s l i b A
SUM OF INDIVIDUAL PROCESSES The hidden part of the iceberg that determines the vector of organisation culture. New principles?
SUM OF INDIVIDUAL ABILITIES Organisation design usually takes only this into account and remains blind to the human interfaces. At best it is stuck in Chandler/ Adam Smith / Frederick Taylor/ Fayol Weber ideas of design.
4
Appropriate Systems Map
NON NEGOTIABLE PARAMETERS ECONOMIC VIABILITY
LONG TERM GROWTH SHORT TERM PROFITS
PEOPLE LINKED THROUGH SYSTEMS ENERGISES THE MONEY AND DELIVERY SYSTEMS NON NEGOTIABLE PARAMETERS FOR CUSTOMER SATISFACTION -
System Throughput = QCD for customer
THROWN UP AS THREATS TO TO SURVIVAL/LOST OPPORTUNITY ANY LESS THAN OPTIMAL ROLE TAKING PROCESSES CREATES WASTE WASTE ACCUMULATES AND REFLECTS AS LOWERED QUALITY, INCREASED COST, INCREASED DELIVERY TIME (CYCLE TIME) 5
New prototypes The present model of Organization Design is derived from the steep hierarchies models: Armed forces; Bureaucracies and Autocracies. This is inappropriate for the “Networks in an Ecology” type of systems. Buckminister Fuller and the Geodesic domes: Tensegrity stuctures not compression- gravity structures. Prasad Kaipa’s Pyramids: Tetrahedrons and tensions Tripura Rahsyam model of creation: Mandalas that have a tetrahedron as the central algorithm. 6
Vaastu Principles of Design Bhoghadyam; Functionality and effectiveness
Sukhadarsham; Aesthetics and efficiency
Ramyam; Inspiration and evocation 7
Geodesic domes
8
The Tensegrity Mandala Voice of Wealth
Voice Of Technology • Innovation • QCD • Assets
Voice Of Wealth • RoI • RONA • Attractive ness to investor
Voice of Customer / Markets
Voice of Technology
Voice Of Customer • VFM • Market Share • Brand
Voice of Employee
Voice Of Emolpyee • Market Value • Learning • Status 9
The Tensegrity Mandala Investing Tension How do I grow capability? • • • • • • •
Voice of Wealth
Funding Managing Risk Scaling Up Capacity creation M&A R&D - NPD R&D - NTD
Strategizing Tension How do I grow the customer base? • • • • • • • •
New Clients/ New Markets New Products / New Businesses Grow & Retain Existing Clients Brand Building & Market share Alliances & Collaborations Mapping Ecosystems & scenario planning Designing new value propositions Pricing strategy
Voice of Customer / Markets
Voice of Technology
Valuing Tension How do I grow the employees? • • •
Voice of Employee
•
Attracting, Retaining, & Nurturing Talent Building a Culture promoting excellence Coaching, Mentoring, & Career Management Performance Management 10
The Tensegrity Mandala Voice of Wealth Energizing Tension How do I motivate the employee? • • •
Improving Tension How do I improve my Offerings? • • • •
Self improvement Team working Inspiring & mobilizing committment
Quality, Cost, & Delivery Imperatives Productivity Innovation Embedded at the Customer End
Voice of Customer / Markets Voice of Technology
Serving Tension How do I delight the customer? • •
Voice of Employee
•
Managing the Relationships Moments of Truth & Moments of Delight Understanding & Managing Link Responsibilities 11
The Tensegrity Mandala
W
In ve
g Valuin
st in
g
St ra
te
giz ing
C
Improving
Se rv in g
T En erg izin g
E
12
The Tensegrity Mandala
Technology Architect
S
Business Architect
St ra
te
In ve
g Valuin
st in
g
Organization Architect
giz ing
Business Developer Throughput Developer
T
Solution Designer
Improving
C Customer De3lighter
Innovator
Team Player
Se rv in g
En erg izin g Team Developer
Craftsperson
E
Self-Developer
13
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz ing
M
Improving E
Se rv in g
En erg izin g
T
The Executor Operational Excellence 14
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving T
Se rv in g
En erg izin g
The Strategist Business Excellence E 15
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving T
Se rv in g
En erg izin g
The Capacity Creator Lean Infrastructure
E 16
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz ing
M
Improving T
Se rv in g
En erg izin g
E
Institution Builder Organization Development 17
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving
En erg iz
Se rv in g
T
ing
LEADER Growth and Evolution
E 18
Tensegrity Mandala Roles Contributor Roles
Architect Roles
1.
Self Developer
1.
Organization Architect
2.
Customer Delighter
2.
Technology Architect
3.
Innovator
3.
Business Architect
4.
Solution Designer
5.
Craftsperson
Leadership Roles
6.
Team Player
1.
Executor
Developer Roles
2.
Capacity Creator
1.
Team Developer
3.
Institution Builder
2.
Business Developer
4.
Strategist
3.
Throughput Developer
5.
Leader
19
Role Effectiveness Dimensions Tension 1: Serving Role 1: Customer Delighter ☯
I ensure that I make the customer feel valued
☯
I meet regularly with customers / suppliers to seek ways of improving my deliverables. I use influence problem solving based on customer feedback.
☯
I build trust with my customers / suppliers through appropriate communication.
☯
I ensure that every team member feels responsible for high quality customer service
☯
I encourage employee suggestions to improve customer service
☯
I keep promises, deliver on time, first time, every time.
☯
I encourage direct contact with customers.
☯
I respond quickly & effectively to customer feedback.
☯
I actively seek feedback from customers to understand how my deliverables are being used.
☯
I display a genuine interest in serving others.
20
Role Effectiveness Dimensions Tensions: Energizing, Improving, and Serving
Role 13: Executor ☯ I translate Business & Organizational strategic imperatives into tactical decisions ☯ I invest my energies in identifying and deploying the right people in the appropriate job positions & task roles ☯ I always back up any of my decisions with the right resources ☯ I continuously engage my energies in improving the present, for the future ☯ I deploy, institutionalize, and sustain competitive advantage(s) within the organization ☯ I stand for and exemplify “Practices” that sustain wealth generation for the organization ☯ I shoulder the gap between the requisite ‘Responsiveness’ versus the current capability to be competitive
21
Thank You
FLAME TAO Knoware Pvt. Ltd. Totally……Aligned…….Organization 22
FLAME TAO Knoware Pvt. Ltd. Totally……Aligned…….Organization 1
The need for rethink Organization design and HR practices located in the idea of closed systems and steep hierarchies Extrinsic reward and idea of control Structure as primary and systems as secondary
Reality: Value streams that cross several organizations Knowledge that is very widely held Centrality of the knowledge worker Speed of change and therefore realigning the Value Stream Autonomy, mastery and purpose the central motivators 2
The individual – source of living energy for the Organization CHOICE MAKING AND ROLE SHAPING PROCESSES
ABILITIES SKILLS AND KNOWLEDGE
INVISIBLE
VISIBLE
CORE INDIVIDUAL PROCESSES & CORE GROUP PROCESSES Determine the Organisation energy and synergy
CORE TASK PROCESSES Determines the measurable work output 3
The individual in a network ual d i v Indi esses c l Pro dua i v i Ind i t ie s l i b A
SUM OF INDIVIDUAL PROCESSES The hidden part of the iceberg that determines the vector of organisation culture. New principles?
SUM OF INDIVIDUAL ABILITIES Organisation design usually takes only this into account and remains blind to the human interfaces. At best it is stuck in Chandler/ Adam Smith / Frederick Taylor/ Fayol Weber ideas of design.
4
Appropriate Systems Map
NON NEGOTIABLE PARAMETERS ECONOMIC VIABILITY
LONG TERM GROWTH SHORT TERM PROFITS
PEOPLE LINKED THROUGH SYSTEMS ENERGISES THE MONEY AND DELIVERY SYSTEMS NON NEGOTIABLE PARAMETERS FOR CUSTOMER SATISFACTION -
System Throughput = QCD for customer
THROWN UP AS THREATS TO TO SURVIVAL/LOST OPPORTUNITY ANY LESS THAN OPTIMAL ROLE TAKING PROCESSES CREATES WASTE WASTE ACCUMULATES AND REFLECTS AS LOWERED QUALITY, INCREASED COST, INCREASED DELIVERY TIME (CYCLE TIME) 5
New prototypes The present model of Organization Design is derived from the steep hierarchies models: Armed forces; Bureaucracies and Autocracies. This is inappropriate for the “Networks in an Ecology” type of systems. Buckminister Fuller and the Geodesic domes: Tensegrity stuctures not compression- gravity structures. Prasad Kaipa’s Pyramids: Tetrahedrons and tensions Tripura Rahsyam model of creation: Mandalas that have a tetrahedron as the central algorithm. 6
Vaastu Principles of Design Bhoghadyam; Functionality and effectiveness
Sukhadarsham; Aesthetics and efficiency
Ramyam; Inspiration and evocation 7
Geodesic domes
8
The Tensegrity Mandala Voice of Wealth
Voice Of Technology • Innovation • QCD • Assets
Voice Of Wealth • RoI • RONA • Attractive ness to investor
Voice of Customer / Markets
Voice of Technology
Voice Of Customer • VFM • Market Share • Brand
Voice of Employee
Voice Of Emolpyee • Market Value • Learning • Status 9
The Tensegrity Mandala Investing Tension How do I grow capability? • • • • • • •
Voice of Wealth
Funding Managing Risk Scaling Up Capacity creation M&A R&D - NPD R&D - NTD
Strategizing Tension How do I grow the customer base? • • • • • • • •
New Clients/ New Markets New Products / New Businesses Grow & Retain Existing Clients Brand Building & Market share Alliances & Collaborations Mapping Ecosystems & scenario planning Designing new value propositions Pricing strategy
Voice of Customer / Markets
Voice of Technology
Valuing Tension How do I grow the employees? • • •
Voice of Employee
•
Attracting, Retaining, & Nurturing Talent Building a Culture promoting excellence Coaching, Mentoring, & Career Management Performance Management 10
The Tensegrity Mandala Voice of Wealth Energizing Tension How do I motivate the employee? • • •
Improving Tension How do I improve my Offerings? • • • •
Self improvement Team working Inspiring & mobilizing committment
Quality, Cost, & Delivery Imperatives Productivity Innovation Embedded at the Customer End
Voice of Customer / Markets Voice of Technology
Serving Tension How do I delight the customer? • •
Voice of Employee
•
Managing the Relationships Moments of Truth & Moments of Delight Understanding & Managing Link Responsibilities 11
The Tensegrity Mandala
W
In ve
g Valuin
st in
g
St ra
te
giz ing
C
Improving
Se rv in g
T En erg izin g
E
12
The Tensegrity Mandala
Technology Architect
S
Business Architect
St ra
te
In ve
g Valuin
st in
g
Organization Architect
giz ing
Business Developer Throughput Developer
T
Solution Designer
Improving
C Customer De3lighter
Innovator
Team Player
Se rv in g
En erg izin g Team Developer
Craftsperson
E
Self-Developer
13
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz ing
M
Improving E
Se rv in g
En erg izin g
T
The Executor Operational Excellence 14
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving T
Se rv in g
En erg izin g
The Strategist Business Excellence E 15
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving T
Se rv in g
En erg izin g
The Capacity Creator Lean Infrastructure
E 16
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz ing
M
Improving T
Se rv in g
En erg izin g
E
Institution Builder Organization Development 17
The Tensegrity Mandala W
In ve
g Valuin
st in
g
St ra
te
giz in
g
M
Improving
En erg iz
Se rv in g
T
ing
LEADER Growth and Evolution
E 18
Tensegrity Mandala Roles Contributor Roles
Architect Roles
1.
Self Developer
1.
Organization Architect
2.
Customer Delighter
2.
Technology Architect
3.
Innovator
3.
Business Architect
4.
Solution Designer
5.
Craftsperson
Leadership Roles
6.
Team Player
1.
Executor
Developer Roles
2.
Capacity Creator
1.
Team Developer
3.
Institution Builder
2.
Business Developer
4.
Strategist
3.
Throughput Developer
5.
Leader
19
Role Effectiveness Dimensions Tension 1: Serving Role 1: Customer Delighter ☯
I ensure that I make the customer feel valued
☯
I meet regularly with customers / suppliers to seek ways of improving my deliverables. I use influence problem solving based on customer feedback.
☯
I build trust with my customers / suppliers through appropriate communication.
☯
I ensure that every team member feels responsible for high quality customer service
☯
I encourage employee suggestions to improve customer service
☯
I keep promises, deliver on time, first time, every time.
☯
I encourage direct contact with customers.
☯
I respond quickly & effectively to customer feedback.
☯
I actively seek feedback from customers to understand how my deliverables are being used.
☯
I display a genuine interest in serving others.
20
Role Effectiveness Dimensions Tensions: Energizing, Improving, and Serving
Role 13: Executor ☯ I translate Business & Organizational strategic imperatives into tactical decisions ☯ I invest my energies in identifying and deploying the right people in the appropriate job positions & task roles ☯ I always back up any of my decisions with the right resources ☯ I continuously engage my energies in improving the present, for the future ☯ I deploy, institutionalize, and sustain competitive advantage(s) within the organization ☯ I stand for and exemplify “Practices” that sustain wealth generation for the organization ☯ I shoulder the gap between the requisite ‘Responsiveness’ versus the current capability to be competitive
21
Thank You
FLAME TAO Knoware Pvt. Ltd. Totally……Aligned…….Organization 22
Related Documents
