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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#Global #Digital #Consultancy Start-up Pt2 #Adjusted #Governance #Magic #Bullet

I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.

Governance is a Business Enabler

Having written several enterprise governance documents using ISO/IEC 385000 as a template I am well aware that governance is one of those areas that is much misunderstood.

Well constructed and managed governance is open and obvious, it is designed to enable business and has an active and transparent policy creation and updating process. However, there is a huge amount of governance set up to chain the business to policies that are truly complex, meaningless in the current context and have become a power base in their own right.

Governance should be used as a route to evolve policies (that in  turn establish processes) that are market responsive in a framework that effectively manages risk and regulatory compliance.

Governance can build Design Thinking and Service Design directly into the core policies and processes of an organisation

Digital is a new type of Business not a Channel

The reason Governance is an important factor is that different behaviours in business require different Governance.

From Global Digital Consultancy Start-up Pt1 – Founding a New Consultancy is all about Market Differentiators it should be clear that a Digital Business, does something different from an Existing or Established Business.

Digital is established, interacts and delivers differently from other businesses, it creates conflict with the existing status quo

These stages and the processes they create in a start-up will create conflict or roadblocks to success with Venture Capitalists and existing internal Business structures, institutions and organisations unless there is Adjusted Governance and ultimately adjusted accountability, effectiveness measurement, recruitment policies, recruitment process, career paths etc.

Adjusted Governance is the magic bullet in setting up a Digital Business

Adjusted Governance enables Digital to work quickly and effectively within the more volatile framework of immediate and rapid response business strategy, investment rules and return on investment than those used in existing enterprises or global organisation structures.

I have yet to work on a Start-up that has got adjusted governance set up before it becomes a critical hinderance

I always ask if there is adjusted governance and without fail, I am told it is not required. This comes down to a basic misunderstand of the usage of the word Digital. Digital Consulting really means Agency Consulting with Scaled Delivery, it is not the Digital Market Channel that Commerce thinks it is at all.

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#Global #Digital #Consultancy Start-up Pt1 #Market #Differentiators

I offer several strategic consultancy services one of them is Organizational Design this can involve launching a new service or creating new divisions or even whole Global companies.

Being a founder of anything is quite exciting, especially if you are funded in advance. I think that was the thing that really helped get this project off the ground. While you know history will be written as you work and rewritten after you leave the following case study in several parts is about how you really set up a Global Digital Consultancy.

Founding a New Consultancy is all about Market Differentiators

The starting point for this consultancy was a discussion between the CEO and an up and coming Executive. I can only relay the gist of what was said as it was relayed to me to get me onboard with the project. The names have been removed because it’s not important exactly who only what is said;

CEO: Executive we need to get into Digital, digital is the next big thing, can you get some people together who can tell our digital story to the world?

Executive: Yes I will get a mix of people and keep mixing until we find people who the market will accept as our face.

CEO: Executive what is digital to you, its not Technology or Consulting we have tried those angles and have not got traction in the market?

Executive:  I’m not sure, but let me come back to you.

It started with three of us, plus an Executive.  We worked together to define what is Digital, for while we all had our own ideas, we needed a consensus view to build a business that people could relate to, buy into and attribute value to.

Definition of Digital

If digital is not technology or consulting, what is it. For us we looked at the experience of digital to define it.

  • Digital is adaptive, agile and lean
  • Digital is rapid, cuts through red tape, evolves
  • Digital is engaging, exciting and challenging
  • Digital is tangible, easy to explain and does not rely on PowerPoint

Digital is about people’s experience of a product or service not the delivery mechanism.

Digital sits at the cross over point between strategy and design*, design* and technology and technology and strategy, with people at the centre

note*: the others wanted to use UX, but because of the infighting between UX, CX, IxD, Service Design, Design Thinking, Etc., I suggested just using Design to catch them all.

No one thing Strategy, Design, Technology is more important they all need to be engaged in a Digital Solution else they become a point of failure in the future. Everyone in a client business is part of digital too, including accounts, legal, production, operations, delivery, marketing as they are all the experience customers have of a companies Success or Failure to fulfil the engagement.

From my perspective we appeared to create a hierarchy but most importantly internally we got rid of the separation between consultants and technologists because useful people are not just one thing, they are complex.

For me like most people who have focused on Customer Experience the ability to work at a Strategic level or on complex Technology was often not possible because recruiters and clients don’t understand our profiles as technical. In this start-up it was important for me to break people capabilities out from the narrow points of reference of “I don’t see it on the CV”. This also enabled me to hire widely and easily people whose real skills were lost on the market, but not on me.

Once we had this concept of;

Blended people providing a Blended Service

we were ready to start Defining the Propositions, Processes and setting up the Capability Management. If only it was that simple, the next instalment will explain why.

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