Adaptive Enterprises at the Edge of Design – An Emerging Concept for Designing
Presented by Helen Maupin (Right to Joy) & Carolyn Ordowich (STS Associates, Inc)
This session provides the latest thinking, based on action research, conducted by a group of practitioners on how open socio-technical systems (OSTS) design principles, values and design processes can be extended/adapted to deal with a more turbulent environment that is volatile, uncertain, complex, and ambiguous (VUCA). This environment is further characterized by dramatic shifts in social and ecological values.
The session will engage participants in generating a shared understanding of the emerging “context” for designing. The presenters will offer their view of the three levels of systems within which we, as designers, find ourselves working in – the individual firm, the network of enterprises and larger coalitions or ecosystems dealing with societal issues, which we have identified as follows:
- Firm level of analysis and design — Vertically-integrated Decentralized Organization (VIDO)
- Network level of analysis and design — Value realization network (VRN)
- Society level of analysis and design — Issues-Based Eco-System (IBES)
Participants will be invited to engage with the session leaders to extend the action research, and build further on this proposed emerging organizing context. Through dialogue and exercises participants will:
- Build a collective understanding of how work gets done and the operating characteristics at each level of system.
- Develop a better understanding of how design principles, design processes and design values change to reflect the current realities of these more adaptive, agile, organization strategies, structures and processes.
- Explore how this emerging designing context results in unique, continuously shifting organizational forms that allow an enterprise to operate in the more turbulent environment with its rapidly shifting social and ecological values.
- Share their thinking on whether the emerging context for designing helps the designer be more effective in designing the information processing that exponentially increases in complexity as we move from one level of system to another.
For over 25 years, Helen has coached people and businesses to come to life around the world. She is a writer, whole systems design and transformation consultant and proven asset in enabling seekers to reach their full potential through creative discovery and expression. Helen guides leaders at all levels through personal and organizational transformation using collaboration processes as vehicles for awareness, healing and reinvention.
Founder of STS Associates, Inc., a Princeton, New Jersey consulting firm that over the past thirty-five years, Carolyn has carried out large system transformation work with all levels of business enterprises as well as with unions and supplier partners in a variety of industries in Canada, the U.S.A., Mexico, Europe, Africa and Australia. She facilitates alignment of strategy with organization design, using a broad spectrum of participation-based change technologies to enable the total community of stakeholders to effectively realize success for all concerned. Her focus is on the adaptation and renewal of organizations in the new normal through the self-design of network organizations, reconfigurable teams, and participative governance systems.
Designed For Work: Rethinking the Organization and the New Architecture of Getting Things Done
Presented by Gregory Michaud (Associate, Human Capital with Booz Allen Hamilton)
There is a crucial need for innovation in the design of the modern organization, and architecture provides us with some of the most interesting and impactful thinking regarding the way people work. Architecture, a practical art informed by the latest science in physics, materials, and engineering, creates spaces and structures that improve the human condition, delivering solutions of utility and beauty.
In this session, we will look at the writing and work of four innovative, influential thought leaders; Robert Venturi, Frank Gehry, Rem Koolhaas and Zaha Hadid. These Pritzker Prize winning architects all have pushed the envelope of their practical art form. From their work, we will suggest some tenets for a new way of thinking about organizational design informed by architecture, advances in the human sciences, changes in society, and the promise of web technology. These tenets will demonstrate that we are now at the point of using this new “design material” to create more meaningful, adaptable and innovative ways of getting work done.
Over 25 years of experience as a human capital executive and consultant, having worked in organizations and industries as diverse as manufacturing, shipbuilding, healthcare, utilities, the federal government and consulting. He has an MS and a PhD in Human and Organizational Development from The Fielding Graduate Institute, MLA from Harvard University and a BS, Indiana University, Bloomington, in Public & Environmental Affairs, with a concentration in HR/Labor Relations.
Recent publications include:
- A Practical Research-Based Approach to Working With Culture (Practitioner’s Forum The Industrial and Organizational Psychologist Vol. 49/No. 2 October 2011)
- The Freshmen Assessment: Ensuring That Your Incoming Executive Talent Quickly Makes the Grade (Business Strategy Review VOL. 12 NO. 1 2011)
- Implementing a Successful Talent Management Process: 10 Key Lessons (The CEO Refresher 10/22/11)
- Driving Organizational and Cultural Change- Building a Foundation for Change, (Bradford Hill Associates whitepaper)
- Don’t Discourage Use of Social Media, Use It To Your Advantage (Best Practices in HR, Issue 919)
- Designed for Work: Rethinking the Organizations and the New Architecture of Getting Things Done (Global Publishing Ltd). Book in Process
Office Design & Business Designs: The Intersection
Presented by Naomi Stanford & Arnold Levin
Traditionally physical building architects and business systems designers have had little interaction. This misses a huge opportunity to improve business operations. In 2010, a US government agency took the path of designing a new business model/organization using physical space design as one of the integral factors in the overall systems design. This session discusses the value of including physical and virtual space in organization design work.
- To demonstrate the approach taken (people, process, technology, space)
- To practice with some of the tools used
- To engage participants in considering the challenges and opportunities involved in projects that seek to blend physical space with business design
Dr. Stanford is a consultant, teacher, and author. Her work as a consultant is in organization design and development in all its manifestations. She is the author of three books: Organization Design, the Collaborative Approach, The Economist Guide to Organisation Design, and Organisation Culture – Getting it Right (also an Economist publication). Before leaving the UK to live in the US she worked for large multinational companies and now is working in the government sector. She teaches MBA students and supervises doctoral students. Her blog www.naomistanford.com showcases her interests.
A combined 36 year career of research, teaching, consultation and practice within the corporate real estate arena, Arnold has consulted with a diverse range of clients including Airbus Industries, British Airways, Capital One, The Ritz Carlton, Time Warner, and Morrison Foerster. Believing that intangible assets are the priority of today’s business organizations, the role of the workplace needs to change, and with it, the manner with which workplace design strategies are conceived and developed must change accordingly.
Organizational Design through the Lens of Complexity: Improving the Process of Business Process Improvement
Presented by Denise Easton & Larry Solow (Co-Founders, Complexity Space Consulting)
Traditional business process improvements utilize a linear, step- by-step process. The assumption is that if all of the steps are completed correctly desired results will follow. This assumption is both outmoded and misguided. Organizations operate as “complex adaptive systems” that do not operate in linear, totally predictable ways. As a result, when designing improvement processes, there are no straight lines and any process change is both influenced by and influences the greater organization in which it resides. In this session, participants will understand how to see and use the non-linear aspects of business improvement and learn some models and techniques that complement the tool sets they already use.
Session objectives are to:
- Introduce to the basic concepts of the complexity space framework;
- Identify the advantages of introducing the complexity space framework as a critical addition to traditional business process improvement approaches;
- Discuss a brief case study that highlighted the points above; and
- Explore the implications of the complexity space framework on short- and long-term organizational design initiatives
Co-founder of Complexity Space Consulting, Denise is an experienced entrepreneur and consultant who has worked extensively in the corporate, public, education and non-profit industry/domains. She also founded and serves as CEO of ULiveandLearn, www.uliveandlearn.com, a leading digital learning, content development and business strategy firm. Denise brings multi-industry experience in start-up, new product, and acquisition situations, with expertise in business management and development, technology integration, strategic innovation, product development and human systems dynamics.
Denise’s work focuses on helping clients build adaptive, innovative and financially successful programs and products by the understanding and influencing the dynamics within complex systems.
She is a certified “Human Systems Dynamics Practitioner” (HSDP) by the HSD Institute and has extensive business, community and association board experience . Denise has presented at a number of local, national, and international conferences including the 2011 OD Network Conference, 2011 International Conference on Complex Systems, and 2011 Non-profit HR Conference.
Co-founder of Complexity Space Consulting, Larry partners with clients to develop customized approaches that strengthen and align their people, processes, and strategy. He has customized business solutions have included strategy creation and dissemination, implementation of Six Sigma and other process improvement methodologies, implementing team-based organizations, and designing and delivering management and leadership development processes.
Larry has served in both internal change agent (Director of Continuous Improvement for Harley-Davidson, Divisional Manager of Total Quality for AlliedSignal) and external change agent (consulting) positions. His consulting clients range from global Fortune 50 corporations to small not-for-profits.
Larry is co-author of the recently published book What Works for GE May Not Work for You: Using Human Systems Dynamics to Build a Culture of Process Improvement. He is certified by the Human Systems Dynamics Institute as an “HSD Professional,” is a Six Sigma “Black Belt,” and earned a graduate degree in Organizational Communication. Larry has presented at a number of local, national, and international conferences.
Adaptive Enterprises at the Edge of Design – Tools, Methods, & Processes for Designing on the New Normal NOTE: Participants will get the most out of this session if they have attended the prior session called Adaptive Enterprises at the Edge of Design: An Emerging Context For Designing (Maupin/Ordowich) which details the new “contexts” for designing. If a large number of participants have not attended this session, we will summarize it in our first 5 minutes.
Presented by Don de Guerre (Professor, Concordia University) & Bernard Mohr (Partner, Innovation Partners International)
As organization designers we find ourselves working in three new “contexts” which we describe as the firm level, network level and societal level. We call this the new normal. Each of these levels (or design contexts as we call them presents new challenges and opportunities. Even design activity at the level of “the firm” is shifting.
Using case examples as descriptors, our session will engage participants in exploring:
- The different value propositions for designing at the firm level, network level and societal level,
- High leverage design elements at the firm level, network level and societal level
- Design processes and some tools and methods at the firm level, network level and societal level of design
We will share our practice as organization designers and the theory and perspectives extracted by the Socio-technical Systems Roundtable Discovery Team over the past few years. While grounded in open socio-technical systems theory, we have also integrated design thinking, appreciative inquiry and other perspectives to develop these new design processes
After a distinguished international career as a consultant and manager working in the private, public service, and non-profit sectors, Dr. de Guerre is now a faculty member in the Department of Applied Human Sciences at Concordia University in Montréal. He teaches graduates and undergraduates in the domains of human systems intervention and action research, consulting process and skills, organizational design and small group development. He is contributing to action research as a new paradigm for knowledge creation from practice. His scholarship interests are the development of participative governance and organization.
Co-founder and partner in Innovation Partners International, Bernard is the author of over 75 articles, chapters, books and journal issues dealing with collaborative design and innovation of organizational cultures, structures and systems that are economically sustainable and worthy of commitment from their employees and communities. Bernard holds a BA (cum laude) in Organizational Psychology (University of Waterloo), an Ed.M in Organizational Learning (University of Toronto), and a Diploma in Organization Design (Columbia University). He is developing the practice and theory of Appreciative Governance, a rethinking of governance and its design.
Design to Change – The Fish Rots from the Head: Incorporating Governance in Organization Design
Presented by Patricia Cichocki
The governance framework, structures, processes, and mechanisms ensure that all areas to run the organization “as a business” and that need to be controlled are controlled. Effective governance does not happen by accident, yet governance is too often an afterthought to organization design and developed in a piecemeal fashion. The speaker believes that governance is an essential part of organization design.
- To understand why the governance of an organization should be included in an organization design
- To understand what is involved in designing organizational governance
- To show participants how and when to design organizational governance
The session will be highly participative and use a case study to bring the subject to life.
Patricia leads Design to Change, a consultancy practice working with leaders and their teams to deliver strategic organization design and transformation. She is currently focused on European based projects with global impact.
Patricia has been involved in designing governance and organizations for over 30 years across a range of global organizations most notably Barclays Bank PLC, UK Public Sector organizations, and communities of practice. She’s worked at Board level, with Senior Executives and individual teams designing and running a wide variety of corporate and functional governance frameworks. Patricia was awarded a distinction in her Masters in Consulting and Coaching for Change from HEC Paris and the University of Oxford. Her research there was on “the relationship between trust and control across organizations.”
In 2011, “Organization Design: A Guide to Building Effective Organizations”, which she co-authored with Christine Irwin, was published. Their OPTIMAL Way for designing organizations is fast becoming a recognized model, process and toolset for orchestrating and engaging leaders and teams to reach their most suitable design. It is gaining recognition as an outstanding contributing to practical “know how” to follow through on any type of design or redesign.