Is Your Organizational Structure Getting In Your Way? N. Dean Meyer STRUCTURE INTERNAL ECONOMY CULTURE

Transcription

1 1 IPMA Is Your Organizational Structure Getting In Your Way? N. Dean Meyer 1 copyright 2017 N. Dean Meyer and Associates Inc. What s Your Most Important Job? Technology decisions? Strategic business initiatives? Cybersecurity? Talent? 4 copyright 2017 N. Dean Meyer and Associates Inc. STRUCTURE METRICS & REWARDS INTERNAL ECONOMY CULTURE METHODS & TOOLS

2 2 Science Applied to Structure science n. The observation, identification, description, experimental investigation, and theoretical explanation of phenomena. American Heritage Dictionary Engineering science: Firm principles Well-defined constructs 25 copyright 2017 N. Dean Meyer and Associates Inc. Authority = Accountability Manage by results, not tasks Never define one box whose job is to disempower another box 28 copyright 2017 N. Dean Meyer and Associates Inc. 2. Specialization VARIETY = COMPLEXITY * PACE 29 copyright 2017 N. Dean Meyer and Associates Inc.

3 3 2. Specialization Productivity = lower costs Speed (learning curve, methods) Quality = usability, capability, maintainability, life-cycle costs Risk = reliable delivery Innovation (keep up) Reduced stress (confidence) Motivation (excel, career opportunities) 30 copyright 2017 N. Dean Meyer and Associates Inc. 38 copyright 2017 N. Dean Meyer and Associates Inc. 3. Precise domains Clear boundaries No gaps No overlaps Feasible requisite variety 39 copyright 2017 N. Dean Meyer and Associates Inc.

4 4 3. Precise domains 4. Basis for substructure Customer Product Services ORGANIZATIONAL MATH Customer A B Product Precise domains 4. Basis for substructure Customer Product Services ORGANIZATIONAL MATH Customer A B Product Precise domains 4. Basis for substructure 5. Conflicts of interests Invention vs. operational stability Purpose-specific solutions vs. component solutions Enterprisewide decisions vs. product expertise Technical excellence vs. unbiased business-driven Service vs. audit 42 copyright 2017 N. Dean Meyer and Associates Inc.

5 5 3. Precise domains 4. Basis for substructure 5. Conflicts of interests 6. Professional synergies: cluster common specialties Mentoring Gaps and overlaps Professional exchange Career paths Specialization Innovation 43 copyright 2017 N. Dean Meyer and Associates Inc. 3. Precise domains 4. Basis for substructure 5. Conflicts of interests 6. Professional synergies: cluster common specialties 7. Nature of specialty: business-within-a-business 44 copyright 2017 N. Dean Meyer and Associates Inc. Why Do Entrepreneurs Love Their Jobs? Empowerment "...owning my time, choosing which hours I work. "...I work as I wish to, within my own sense of professionalism and ethics. "...control over decisions. I m not a good rule-follower; I like making my own rules. "...the creativity -- there's no limitations on my ideas. 46 copyright 2017 N. Dean Meyer and Associates Inc.

6 6 Why Do Entrepreneurs Love Their Jobs? Empowerment Identity with results "...make things happen. "...the adventure of starting something and getting it done. "...building and creating value. "...the sense of accomplishment. "...knowing that I've added value. "...setting my own goals in life, and then reaching them. "I'm an artist of necessities; I love filling society's needs. I want to be a game-changer. 48 copyright 2017 N. Dean Meyer and Associates Inc. Why Do Entrepreneurs Love Their Jobs? Empowerment: The Golden Rule of organizational design AUTHORITY = ACCOUNTABILITY Identity with results: products and services that benefit customers Why not cultivate entrepreneurship within an enterprise? 50 copyright 2017 N. Dean Meyer and Associates Inc. What It Takes to Earn Market Share Build great partnerships with customers Proactively contribute to customers strategies Offer a comprehensive, innovative catalog of services Offer best value Give customers control of what they buy Flexibly tailor solutions to customers needs Meet every commitment Optimize the safety of the enterprise s assets (including information) and people Innovate in a way that prepares you to deliver tomorrow's opportunities 51

7 7 3. Precise domains 4. Basis for substructure 5. Conflicts of interests 6. Professional synergies: cluster common specialties 7. Nature of specialty: business-within-a-business 52 Science Applied to Structure science n. The observation, identification, description, experimental investigation, and theoretical explanation of phenomena. American Heritage Dictionary Engineering science: Firm principles Well-defined constructs 53 copyright 2017 N. Dean Meyer and Associates Inc. Keep things running efficiently, reliably, safely 54

8 8 Manufacturing products Services based on products 55 Asset-based Service Providers Wedding Cake Computer Time Application Service Provider (ASP/SaaS) Hosting (Stewardship) * DBMS / CMS / Web Portal Storage Specialized Space Repository Services (BI) Interactive (EUC) Services (SaaS) Middleware Services I / O e-records Management Test Labs Application Services Infrastructure Management Device Rentals VoIP, Teleconf., Contact Center Analog Voice Operator Services Fax Srv, Load Bal. Data Network Bandwidth (point-to-point pipes) Batch Processing 56 Product support Internal support Other lines of business 57

9 9 Product support Internal support Other lines of business Product Support - Customer service 58 Product support Internal support Other lines of business Product Support Internal Support - Access administration - Multimedia services - Project facilitation 59 Product support Internal support Other lines of business Product Support Internal Support Other Lines of Business 60

10 10 Maintain a locus of expertise; design, build, repair, and support solutions 61 Purpose-specific solutions / client profession 63 Purpose-independent solutions - End user computing - Engineering methods, tools 64

11 11 Standards that constrain design for the purpose of eventual integration Design linkages, patterns 65 RESEARCH What business do we want to be in? How will we get there? RESEARCH 66 Help other succeed in a coordinated manner ORGANIZATIONAL AUDIT RESPONSE CONTINUITY SECURITY POLICY RESEARCH ORGANIZATIONAL AUDIT RESPONSE BUS. CONTINUITY SECURITY POLICY INFO. POLICY INFORMATION POLICY 67

12 12 Business specialists, product generalists SALES, RESEARCH ORGANIZATIONAL AUDIT RESPONSE BUS. CONTINUITY SECURITY POLICY INFO. POLICY Relationships Strategic alignment 68 Business specialists, product generalists SALES, 1. Needs assessment 2. Contract brokerage RESEARCH 3. Program facilitation ORGANIZATIONAL 4. Consortium facilitation 5. Change impacts AUDIT RESPONSE 6. Benefits. measurement Middleware BUS. CONTINUITY 7. Account. representative Methods SECURITY 8. Priority facilitator POLICY 9. Strategic planning INFO. POLICY participation 69 SALES, ACCOUNT FUNCTION RETAIL SALES SUPPORT ACCOUNT RESEARCH FUNCTION ORGANIZATIONAL RETAIL AUDIT RESPONSE BUS. CONTINUITY SECURITY SALES SUPPORT POLICY INFO. POLICY 70

13 13 AUDIT Inspect, veto others work SALES, ACCOUNT FUNCTION RETAIL SALES SUPPORT RESEARCH ORGANIZATIONAL AUDIT RESPONSE BUS. CONTINUITY SECURITY POLICY INFO. POLICY 71 AUDIT SALES, ACCOUNT FUNCTION RETAIL SALES SUPPORT RESEARCH ORGANIZATIONAL AUDIT RESPONSE BUS. CONTINUITY SECURITY POLICY INFO. POLICY 72 AUDIT SALES, ACCOUNT FUNCTION RETAIL SALES SUPPORT RESEARCH ORGANIZATIONAL AUDIT RESPONSE BUS. CONTINUITY SECURITY POLICY INFO. POLICY - Network ops 89

14 14 Four Questions 1. Gaps A. Unreliable processes [3] B. Reduced specialization [2] C. Overlaps [3] 2. Rainbows A. Reduced specialization [2] B. Conflicts of interests [5] 3. Scattered Campus [6] A. Less professional exchange [6] B. Domain gaps (see Question 1) C. Domain overlaps [3] D. Less coordination [6] E. Not a whole business [7] 4. Inappropriate Substructure [4] A. Reduced specialization [2] B. Domain overlaps [3] C. Inappropriate biases [4] D. Not a whole business [1, 7] 93 copyright 2017 N. Dean Meyer and Associates Inc. High-performance Teamwork Self-forming project teams Laterally: Each function acquires help directly from peers. Just the right people: Each function acquires only the help it needs for each unique project/service. Just the right time: People deliver results, then they leave the team. Self-managing project teams Clear individual accountabilities: Each function is fully accountable for delivery of its own products/services. Clear chain of command: Problems are resolved within the team. 94 copyright 2017 N. Dean Meyer and Associates Inc. Implementation: Importance of Participation Buy-in Understanding Knowledge they bring Ability to teach others Time to success 95 copyright 2017 N. Dean Meyer and Associates Inc.

15 15 Implementation: Overview of Process 1. Education (Rainbow Analysis) 2. Design 3. Selection 4. Domains 5. Catalogs 6. Walk-throughs 7. Roster 8. Announcement 9. Education 10. Migration 96 copyright 2017 N. Dean Meyer and Associates Inc. I d have to say that a principle-based structure has been one of the best investments I ve ever made. Sergio Paiz, CEO, PDC 97 copyright 2017 N. Dean Meyer and Associates Inc. More Information ndma.com/structure NDMA Inc ndma@ndma.com 98 copyright 2017 N. Dean Meyer and Associates Inc.