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;

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Organisational and cultural transformation in Business Agility

The UX, UCD and HCD code explained

User Experience has become the solution focused end of User Centred Design, being based in normal practice on usability, accessibility and user research over time.

The Term User Experience/User Centred Design and Human Centered Design are interchangeable because the International Standard changed from being User Centred Design to Human Centered Design.

Some Background

In my other posts it should be clear by now that I have been involved in what now called UX for some considerable time. I have previously mentioned how UX moved from the strategic and its equal status to enterprise architecture into software development and becoming visual design for a time. Well it’s on the move again, just as UX incorporated marketing components with repeatable science at its outset and seeded Agile with user stories and human context, so now it has moved into organisational and cultural transformation.

Organisational and Cultural Transformation

There are now in 2019 many people talking about organisational and cultural transformation and change however it is clear that what they mean is everyone below the C-suite needs to change. However organisational and cultural transformation is the whole organisation otherwise it is just a rebrand without actual change. More especially culture is born from action not just intent and this is what organisations who want to change are discovering. They want to take their staff on a transformation journey and to evolve their engagement not simply recasting them with new role titles and responsibilities. They also expect to evolve the transformation in flight gaining a true understanding of what already works well and folding it into the new culture. This kind of transformation takes a highly adaptive and pragmatic mindset in its leadership and enablement.

Organisational Design

The historical focus of organisational design has been to establish one standard structure across a whole organisation. The value of this is to standardize command and control mechanisms which is supposed to simplify reporting and oversight. It forces all work through it regardless of its priority or type of work it is.

The old four types of organizational structures are;

  1. Functional Top-Down
  2. Divisional Structure
  3. Matrix Organizational Chart
  4. Flat Organizational Chart

However the New Ways of Working in adoption of HCD, Agile, Lean and DevOps don’t utilize these structures. In fact instead of starting with organizational structures it focuses on work to define the structures needed to deliver it. This is very intensive consulting activity and often led by external consultants not vested in internal politics and previous alliances.

And this explains why most new organisational transformations will fail before they start because they are focused on hierarchies not getting work done efficiently with a culture that rewards and honours people who deliver.

Karl Smith

Work Formats

The common structure of work is linear and directional often following the concepts of grouped specialisations handing work to each other having completed their activities. This creates a slow flow of work with bottlenecks around capacity. When unexpected work arrives and depending upon its priority it can destroys the whole flow of work and create ripples impacting the whole organisation. This behaviour with work is derived from industrial production techniques often related to the Ford production model of manufacturing.

In adoption of HCD, Agile, Lean and DevOps, work types are defined first and then the organisational structure is derived from the work types. The consultancy around the organisational design should be unique to each organisation in order to both facilitate taking porfilio work into viable and validated and measured delivery.

Psychology of Transformation

In large organisations there have been lots of transformations and people are used to dealing with them, adept at absorbing language and funds without actual transformation or the derivative cultural change. So as far as possible the psychology of transformation is defensive for the mainstream of organisations. Delivering long term cultural change therefore requires a top down adoption in order to establish an authoritative perspective of We Change rather than You Change.

In new ways of working YOU change is not the way to succeed it must be WE change together

Karl Smith

Human Centred Organisational Design TOM

At this point I’d normally publish the exactly how to do it, but to be honest in the wrong hands it’s a stick of dynamite, so I won’t just hand it out. Below is the Portfolio Planning for Business Agility for an Organisation focused on a Work Type Taxonomy rather than hierarchies.

Business Agile activities at Portfolio Level

If you’d like like to find out how to do this from someone who’s done it in an organisation with 80,000 staff contact me.

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Ways of Working Business Agility and Rapid Innovation service offerings proposal for Partner Role

This is the Business Plan I wrote for a Blue Chip Consultancy to adopt Business Agility to deliver New Ways of Working as a new line of business and give me a Partnership. Naturally it does not say how it would be done and who my first clients would be. If you want that you’ll need to engage me.

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Fail Fast, Fail Small to avoid Failing Big and Failing Slow #BusinessAgility

You would think by this late stage in the life of Agile and Agility that the concepts would be well embedded in organisational transformation, people assessments and processes. From my experience I’ve never seen Agile actually fail, I seen people pervert its meaning and make up their own versions then blame a framework for personal incompetence. Likewise I’ve not seen DevOps fail either.

There is something at the heart of business that hates the idea of being associated with failure in European culture. It’s not even logical as Socrates proposed a logical form that constantly tested (hence willingness even a desire to fail to find truth) by debate. The Socratic method is a form of cooperative argumentative dialogue between individuals, based on asking and answering questions to stimulate critical thinking and to draw out ideas and underlying presumptions. Concern around failure relies on deep seated fears around not being able to prove worth and conversely the chance that any hint of failure transfers on to the person rather than the thing.

“Fail Fast, fail Small to avoid failing Big and failing Slow”

Fail Fast in organisational transformation, people assessments and processes

If your going to really take this on you should start at the beginning, planning the programme and making the case. Instead of getting some expensive consultants who want to try something in your company (no many how many times they say they have done it elsewhere) get one or two Agile DevOps strategists (these are certified Scrum practitioners) and get 60/100 of your staff from all levels into a room and do a two day hackathon. Will they hack your company, no they will hack the problem and hidden problems to define the ‘Problem Statement’ on day 1, on day 2 they will map out all the moving part to define the scope. Could it fail, absolutely, could it save 12 months of 6 consultants on £2500 a day absolutely.

Start at the beginning with people too, most management exists either to direct work (which should be automated or manage people who are not trusted) or to circumvent freakishly hard processes to get the most simple things done. If your planning on changing the emphasis in your company from hierarchy to teams and outcomes, you must offer the incumbents a way to revalidate themselves or they will actively seeking to cripple or pervert the programme to suit themselves. Quickly test the water with an alternative career path based on knowledge not prestige or headcount. See how many people will sign up to not having to manage people, be appreciated for their knowledge and be paid them same as now? You may be surprised.

Processes in this scenario begin to take care of themselves but its always go to run some ‘what if’ or ‘unhappy path’ testing too, to create checks and balances around change.

Fail Small in organisational transformation, people assessments and processes

When you have worked out your plan, don’t enact the whole thing choose a critical path (if thats what fits with your company targets), a happy path for customers or a low risk path and do the MVE, that’s minimum viable experience to success. Viability in transformation is really important and often missed, viability is the whole not the part in transformation.

“Don’t make a door handle that doesn’t unlock the door”

You’d think that would be impossible but the MVP of a door handle is a door handle that looks like a handle making the mechanism to open a door is the MVE. Often in a transformation people focus on rebranding, a new and more exclusive hierarchy, but that is just the look of things, making it work means that the people and machines that customers and colleagues interact with it, do so with higher quality, are quicker, traceable, with measurable delivery.

Fail Big and Slow

This is pretty much a description of most businesses in their current state though many would not see themselves that way. My first question to any organisation is ‘where do you get your money from’, ‘why do you get it’, ‘are there anythings expected of you to continue to get it’. Weather your a corporation, government organisation or corner shop, getting the money to operate and pay people is part of the clear line around purpose and value. When you have clarity on those compare your ideals with where you are now, are you failing steadily, but very slowly? If the answer is yes, you need help. Contact us here

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