Ways of Working Organizational Design Service launched Paradigm Interactions

WoW Organization Design Consultancy – Can be remote

Paradigm Interactions offers the service of organizational design consultancy, to meticulously define and organize the structure of companies, create job titles, and allocate resources (i.e. personnel) to improve efficiency and increase productivity. Supporting the making of strategic decisions with regard to company hierarchy and personnel infrastructure.

Experience with the organization, business structuring, business process definition and deployment, recruitment policies and employee reward systems, role and title definition for both senior, mid and junior staff.

Based upon business objectives, strategy, processes and operations. Followed by meticulous planning, analysis and research.

Working with MD’s, Partners and senior managers to make sure the proposed changes are as economical and effective as possible.

Typical Benefits

No two organisations are the same even in the same sectors, but all are focused on common objectives provide product or service, create consumer engagement, transact and establish consumer engagement lifecycle.

Typical areas where value is realised;

  • Increase customer acquisition, advocacy and lifetime value
  • Improved business agility and ability to rapidly respond to change and opportunity
  • Increased credibility, confidence and influence across the business
  • Effective delivery against financial targets
  • Enabling positive behavioural change
  • Fostering a human centric, transparent, trustworthy and agile culture
  • Viable, scalable and actionable roadmap to deliver innovation and change
  • More consistent and sustainable profitability and business growth
  • Successful, timely delivery of evidence based transformative change
  • More satisfied and engaged employees with increased retention and productivity
  • Builds flexibility into business DNA
  • Supports culture of next best action
  • Creates a focus on work that delivers value
  • Reduces management overhead, bureaucracy and timelines
  • Delivers transparent and scalable working practices
  • Enables idea to value workflow for executive to customer engagement
  • Delivers flexible portfolio management
  • Enables continuous and market responsive evolution

Overview

New Ways of Working Programmes are now quite common in major organisations, this consultancy service is intended to offer a holistic approach to WoW. It is imperative to be holistic in establishing new ways of working as boundaries to old ways of working in portfolio management, finance, ITIL and HR can very quickly become an impediment to transformation if they are not considered as part of it.   

Strategy

  • Identify, agree and prioritise new ideas and opportunities to generate business value
  • Validation and endorsement of decisions and approach
  • Enhanced cross-business collaboration, communication and buy in
  • Agree and define actions and a feasible roadmap
  • Gain context and insight to enable faster, more informed decisions and actions
  • More perceived objectivity without political bias

Return on Investment

Exact returns are difficult to stipulate without a scope definition however there are a number of themes;

  • Flattened hierarchy as management becomes systemic giving a 10% to 40% FTE reduction of management and increasing the producer to non producer ratio
  • Increased throughput of value creating work (up as much as 60%) as unplanned work is revealed and dramatically reduced (down as much as 60%)
  • Increased visibility at executive leadership level with new capacity to refocus the entire organisation every three months
  • Operational measurement of all work to indicate blockages in the flow of work to provide continuous improvements
  • Operational flexibility as the focus moves to skills and teams over time served and individual role
  • Staff galvanization and focus as pay and rewards become team based and transparent

Approach

The consultancy service takes a building block approach so that the client always has a clear line of sight on what they get for their money. Each of the following steps builds a bespoke client service, responsive to both the experience and context of the client. Additionally is allows for course correction as part of an iterative engagement focused on the client Subject Matter Expertise augmented by Transformation Consultants with numerous framework experiences.  

Engagement

  • Initial consultancy to define scope – 2 to 4 weeks to be agreed in writing prior to commencement
  • Proposal presentation to refine scope – 1 to 2 weeks to be agreed in writing prior to commencement

Consultancy

The exact components and size of work will be defined during the engagement phase

  • Delivery strategy document
  • Benefits proposal document
  • Delivery model proposal document
  • Governance model proposal document
  • Scaling strategy document
  • Target operating model proposal document
  • All staff HR contracts review action
  • Pilot proposal for first area document

Delivery

  • Team building – size and locations defined in consultancy
  • Support document creation
  • Training strategy
  • Communications strategy

The delivery team will change over the course of an engagement in the following way;

  • 2% of total team in Engagement
  • 10% of total team in Consultancy
  • 30% of total team in Delivery for pilot delivery
  • 100% of total team in Delivery for scaled delivery
  • 30% of total team in Delivery for hand over to in house delivery teams
  • 10% of total team in Delivery for hand over to in house leadership teams

Example

Actuals for delivery in an organisation of 90,000 people in 8 main locations globally

  • 4 consultant team in Engagement
  • 20 consultant team in Consultancy
  • 60 consultant team in Delivery for pilot delivery
  • 200 consultant team in Delivery for scaled delivery
  • 60 consultant team in Delivery for hand over to in house delivery teams
  • 20 consultant team in Delivery for hand over to in house leadership teams

Timeline

Timelines are subject to scope, complexity and team size the above was 2 years.

Our Requirements of You

  • Ensuring an executive sponsor from your organisation is allocated to the engagement, communicates the rationale behind it and signs off any ‘Terms of Reference’
  • Assisting in all possible ways to ensure that a contract, (and confidentiality agreement where necessary) is in place, in advance of any work commencing
  • Ensuring all support is in place and access is granted for all and any required data, processes, policies, meeting rooms and nominated resources to enable successful delivery of the engagement
  • Ensuring sponsor availability within the agreed timeline, to resolve any significant issues that may impact the timely completion of the engagement, if not resolved in a timely manner.

Our Commitments to You

  • Provide support throughout service delivery using our World Class Professionals and Subject Matter Experts
  • Provide high quality deliverables in a timely manner and in line with agreements upon engagement with the client. (Any changes to this will be mutually agreed in writing, in advance, between all involved parties)
  • Provide deep insights and genuine value-add in all possible areas throughout the engagement
  • Provide progress updates and feedback at regular intervals, agreed in advance or at the engagement ‘kick off session’
  • Respect all personal and professional development of client team members throughout the engagement

Deliverables WoW Organisational Transformation

  • WoW service design of organization
  • WoW enacted service design as pilot
  • WoW enacted service design as organisational transformation
  • WoW target operating model
  • WoW replacement for ITIL
  • WoW enterprise work funding model
  • WoW enterprise roles definition
  • WoW communications
  • WoW training

Service Delivery Model Project Based Engagement

Project based engagements operate on the basis of agreeing work and any outcomes or milestones for delivery in advance of commencement of any engagement in a ‘Statement of Work’. Prices are fixed for the agreed deliverables and should changes be required, these may incur changes to delivery costs. Payment for Project Based Engagements are agreed on a case-by-case basis, giving consideration to risk, contract value, client payment history, relationship longevity and duration.

WoW Completed Projects

  • NatWest Banking Group (RBS) Retail Bank
  • NatWest Banking Group (RBS) Commercial Bank
  • NatWest Banking Group (RBS) Group
  • Wipro – Wipro Digital

Service Pdf with Contact Details below;

Tagged : / / / / / / /

Business Agility

Business Agility is not about products, increasing speed, adapting to customers, reducing cost or even employee empowerment its about creating the human cohesion that delivers all of these business desires and more it establishes behavioural change and a new flexible TOM.

Karl Smith CEO Paradigm Interactions Inc.

What is Business Agility?

Business Agility replaces traditional organisational structures and redefines the organisation of labour, departmentalisation, management and decision-making authority. In turn staff move from one type of specialisation an I type person to enable them a wider engagement and impact through T and X types of work involvement.

Enterprise Agility is about moving on from the Henry Ford model of departments and silos into an integrated way of working that naturally responds to customer needs.

Business Agility removes;

  • Functional departmentalisation
  • Geographic departmentalisation
  • Product departmentalisation
  • Technology platform departmentalisation
  • Customer / market departmentalisation

Business Agility adds;

  • A single accountable person for the outcomes of the work
  • Work type definitions with one pan organisation focus (customers is a common one)
  • Simplified, self-service and automated governance, components and outcome validations

Business Agility enables the business to be able to be first to market through innovation and invention by faster release of new ideas, products and services.

Business Agility combines the business and production into one end to end team (without silos) built around the delivery of Ideas to Customers showing tangible value that establishes the business as an engaged and responsive partner.

Karl Smith CEO Paradigm Interactions Inc.

DevOps3 slices through the business to align with the customer outcomes and situates everything together either permanently or by continuous alignment that is need to ensure that the customer outcomes are also everyone else’s outcomes.

Business Agility and DevOps3

There have been great strides in making Agile serve business outcomes through BusinessAgility and Business Agility in recent years however in some organisations existing stratified societies and impotent management structures are being rebranded without actual change.

How can you determine if real Business Agility exists in an organisation?

  1. There is a single point of governance for each critical oversight pan organisation and there are no localisations (local definitions are transparent centrally if critical).
    • Pan Organisation Outcomes (have a chain of custody and are always visible)
    • Pan Organisation Experience (is strategic sitting outside the Business and Technology setting experience outcomes and validating outcomes), the rise of the CXO to the Board
    • Pan Organisation Assurance (indication controls, security, resilience and continuity is unified)
    • Pan Organisation Architecture and Engineering (from framework to delivery is unified)
  2. The flow of work is transparent and measured on cycle time to ensure continuous optimisation from inception to value delivery (everyone stops delivering products and internal services) of verifiable outcomes.
    • The flow of work has a single oversight owner pan organisation regardless of the skills being used on it.
    • Outcomes and validation criteria are broadly set at Enterprise level with an overall budget to meet them.
    • The work flow is tightly connected to outcomes and validation criteria not budgets, work areas, people or processes.
    • The work can be stopped at anytime should it not be considered performant to outcomes or outcome change and the finances will not be lost just redirected.
  3. An exhaustive list is available as part of Consultancy from Paradigm Interactions Inc.

Tagged : / / / / / / / /

#BusinessAgility is about #people not #technology #mindsets not #toolsets and #value not #productivity

Business Agility is about people not technology, mindsets not toolsets and value not productivity

As mindless as many organisations think their workers, they are not in the slightest led by others. They in fact appropriate information through their own lenses, against their own rational, values, cultures and experience to date. With this much translation its not a surprise there is such a huge loss in critical path focus and interaction.

Agile

For many Agile is a thing that happens to Software and Technology people and nothing to do with Executive Management, Business Strategy or the Business in general. However there have been notable advances in how the concepts of Agile DevOps are brought into business enablement since 2016. The evolution includes Enterprise Agility and Business Agility, Agile being location agnostic can be applied anywhere.

People not Technology

It’s easy to focus on Technology as a solution to problems, but it cannot solve poor processes (or business models) and human engagement (or non engagement). The Agile DevOps focus is therefore people, being the high value resources for complex solutions and the low value for repetitive activities that could be and should be templated or automated.

Mindsets not Toolsets

What organisations need is behavioural change, digging people out of entrenched mindsets that are localised around their skillsets and work and think in ecosystems around the whole lifecycle of work that adds value to the organisation and its customers.

Value not Productivity

Not all work is valuable, in fact producers (those who do the work that bring in value) in most organisations ratio is dropping compared to non producers (managers, support functions). In some organisations for every three people who produce value there are seven non producers, all are productive but the three producers are funding the non producers.

Related Posts

Other Related

Tagged : / /