00:23:11 Tadesse Gebremeskel: I am a beginner for this program and very happy to take part in such very interesting discussion's. Thank you for your invitation. 00:23:37 Tracy Pingel: Replying to "I am a beginner for ..." Ditto for me @Tadesse Gebremeskel! 00:23:38 Tanya - ODF Admin: Replying to "I am a beginner for ..." Very glad to have you here today, and know you'll find this community to be very warm, welcoming, and engaging 00:31:32 Tadesse Gebremeskel: Replying to "I am a beginner for ..." Strategy is an indispensable ingredient in org.design 00:26:28 Molly Breazeale: Love that quote, "Can't separate the map from the map maker." 00:27:50 Greg Thompson: Reacted to "Love that quote, "Ca..." with πŸ‘ 00:27:33 Wendy Mashilwane: Good day everyone, I am a newbie to the group and looking forward to be part of this community. I reside in Pretoria, South Africa. 00:28:43 Shelley Saeger: depends on how you define strategy and what is included 00:28:57 Miles Charman: Reacted to "depends on how you d..." with πŸ‘πŸ» 00:29:04 Asya Dinets (s/h): Reacted to "depends on how you d..." with πŸ‘πŸ» 00:29:05 Molly Breazeale: Reacted to "depends on how you d..." with πŸ‘πŸ» 00:29:19 Jane Watson: Reacted to "depends on how you d..." with πŸ‘πŸ» 00:29:27 doug min: Reacted to "depends on how you d..." with πŸ‘ 00:30:54 Miles Charman: Replying to "depends on how you d..." "A broad approach or course of action defined by an organization for achieving its objectives." (ITIL 4) 00:29:21 Michael Gold: agree with Shelley. Have to have a goal for the org. design, whether you call that strategy or something else 00:30:07 Bruce Mabee: Also depends whose strategy we all decide it must be. 00:30:26 Shelley Saeger: Reacted to "Also depends whose..." with πŸ‘ 00:30:10 Tracy Pingel: Yes - working on something now and driving factor for org design is not necessarily strategy. There are some other drivers. 00:30:29 Molly Breazeale: Does strategy mean purpose of the organization? 00:30:46 Shelley Saeger: Reacted to "Does strategy mean..." with πŸ‘ 00:31:15 Craig McGee: There is always a strategy that influences how an organization operates……it may be implied or explicit, but there is an underlying strategy 00:31:31 Molly Breazeale: Resources to what? 00:31:48 Ramona Elena Cherciu: Hello! I am Ramona, currently sitting in Bucharest (Romania) and pondering about strategy and such. πŸ™‚ Happy to (re)join this community and conversation. 00:32:11 Miles Charman: "A broad approach or course of action defined by an organization for achieving its objectives." (ITIL 4) 00:32:45 Haris Ahmed: Strategy without execution is not worth the paper it is printed out. Org design and Operating Model bridges strategy to execution. 00:33:10 Molly Breazeale: Reacted to "Strategy without exe..." with πŸ‘πŸ» 00:32:54 Miriam Volle: In my org, strategy is barely more than a set of ideas we hope to achieve… so it doesn’t actually help us. There aren’t clear decisions made around what we do more of or less of… if there are six priorities they are all A. So, design work ends up figuring out to to support this. 00:33:11 Seth Pollack: I work in the Fed goverment now and am doing the same thing - a reorg not associated with strategy 00:33:13 Tracy Pingel: Believe there is "strategic" org design and "other" org design - can be driven by strategy, influenced by strategy or driven by other critical, emerging needs. 00:34:41 Molly Breazeale: Does strategy mean shared purpose? 00:34:46 Sue Larson: William...when you did you org work divorced of strategy, what were the org designs solving for? 00:34:59 Shelley Saeger: Great question Sue! 00:35:26 Molly Breazeale: Reacted to "Great question Sue!" with πŸ‘πŸ» 00:35:10 Bruce Mabee: Who should get to define the "real" outcomes desired? 00:36:19 Molly Breazeale: Reacted to "Who should get to de..." with πŸ‘πŸ» 00:36:32 Randall Rollinson: A strategy is a coherent and integrated set of actions to achieve an overarching goal. (IASP BOK 3.0) 00:37:21 Bruce Mabee: (Who should set priorities...outcomes? I say the "stakeholders.") 00:37:58 Mark Robinson: I cannot imagine trying to align an organization on critical operating model choices, without anchoring them to or justifying them based on some strategic choices, design criteria, or whatever you want to call β€œstrategic direction.” Making a series of strategic choices could even be considered a strategy, to achieve desired capability. 00:38:30 Greg Thompson: Reacted to "I cannot imagine try..." with πŸ‘ 00:41:32 Sue Larson: Reacted to "I cannot imagine try..." with πŸ‘ 00:40:55 Alex Nikolic: Where did the demand for TQM come from? 01:00:00 william zybach: Replying to "Where did the demand..." It came from Deminings work in Japan, and the fact that Japan shifted from low cost products or quality products that threaten US industry, and the later that bled over to Government (Business Influence on Government - which lead to the largest successful Whole System Change effort in the world - 2million folks engaged in reinventing government between 1992 and 1998) TQM is Dead, Long Live TQM! 00:42:49 Shelley Saeger: "strategy" is a concept that is uniquely defined by personal experience. Our best approach as org designers is to figure out how our clients define strategy and more importantly to get a sense of the problem they are trying to solve, how they will gauge success, and how the outcome fits the broader org. 00:43:28 Jane Watson: Reacted to ""strategy" is a conc..." with πŸ‘πŸ» 00:44:25 Sue Larson: Reacted to ""strategy" is a conc..." with πŸ‘ 00:43:56 Sue Larson: If there isn't a clear "strategy" I tend to help a group center on on "what is this organization striving to accomplish that contributes to business results." 00:44:06 Miriam Volle: Reacted to "If there isn't a cle..." with πŸ‘ 00:44:32 Mary Azzolini: I think of OD as being in service of the org's core capability to deliver its value proposition to customers (north star) and the strategy is how the value prop is operationalized. Re: TQM...see that as a methodology to enable alignment with the same north star. Are we saying the same tihng? Not sure. 00:47:04 Mark Robinson: Replying to "I think of OD as be..." Makes sense to me Mary. TQM seems more of a mechanism or means to drive a bigger value prop, which would impact operating model choices 00:56:23 william zybach: Replying to "I think of OD as be..." Yes, Mary- we are on the same page! 00:47:30 Bruce Mabee: Cynically, it's practical to let "Leaders" believe we will help them lead strategy -- because then they'll pay us. (Alternative to monitoring context and building from there.) 00:49:32 Bruce Mabee: Yes, William, start where we can get. Then, with support from people like us, build outward. 00:49:50 Shelley Saeger: Interesting question Carlos. Requires a paradigm shift. 00:50:29 Mark Robinson: Spot on James D!! 00:52:08 Bruce Mabee: Scenarios! 00:52:25 Tadesse Gebremeskel: ANY one who have leading/managing experience of Sport Organizations? 00:53:08 Tadesse Gebremeskel: Strategy is a dot like for a line. 00:54:47 Miriam Volle: The size of an org will have an impact on this… especially like Yaya described and the formality of the org too. 00:55:19 Sue Larson: I am sooooo loving this conversation!!! ❀️ 00:55:45 Mary Azzolini: Reacted to "I am sooooo loving..." with πŸ‘ 00:56:41 Shelley Saeger: Love the callout for being bold 00:56:56 Haris Ahmed: Reacted to "Love the callout for..." with πŸ‘πŸΌ 01:06:44 william zybach: Replying to "Love the callout for..." Life is an experiment - and way too short to Not Be Bold. However - I am a Pioneer in Deloittes Business Chemistry tool, and when I am designing for Change - I want Pioneers, not Guardians, I want Guardians to take the hand off to Sustain, after the Drivers and Integrators play their role - different skill focus over time as we move for through implementation 01:09:01 Tadesse Gebremeskel: Replying to "Love the callout for..." Definitely 00:56:58 Randall Rollinson: I think of strategy within the context of the broader discipline of strategic management. Strategy is the easy part. Execution is the hard part. To be effective at execution the leadership team must transform the operating model to align with the strategy. I think of transforming the operating model being = to OD. OD is absolutely vital. Agile OD is where the long term, sustainable value can be found. 00:57:24 Mary Azzolini: Reacted to "I think of strateg..." with πŸ‘ 00:57:39 Haris Ahmed: Reacted to "I think of strategy ..." with πŸ‘ 01:00:49 william zybach: Reacted to "I think of strategy ..." with ❀️ 00:57:00 Tadesse Gebremeskel: Haris Ahemed please this is my email and lets have continuous communication. 00:57:19 Haris Ahmed: Reacted to "Haris Ahemed please ..." with πŸ‘πŸΌ 01:01:53 Shelley Saeger: Tadesse - interesting analogy of the balloon. I think it works, unless the purpose for the organization is to be a balloon in the air. I think we add value when we help gauge how rigid vs. flexible the strategy and corresponding design need to be. 01:02:58 Tadesse Gebremeskel: tadugebre@gmail.com 01:03:16 Haris Ahmed: Most companies today operate in a wide and dynamic ecosystem with many players outside the boundaries of the organization. 01:03:31 Shelley Saeger: Reacted to "Most companies tod..." with πŸ‘ 01:03:48 Yaya Jaiteh: Reacted to "Most companies today..." with πŸ‘ 01:03:44 Yaya Jaiteh: @Michael Gold important clarification on how to think broadly about community! 01:05:23 Michael Gold: @Haris Ahmed too 01:05:39 Bruce Mabee: I am very pleased with our shift to having respect for the surrounding "communities." 01:11:01 Michael Gold: speaking of humanistic org. design, how do we design our sessions so that both human genders speak? 01:11:10 Shelley Saeger: Leaders I work with often don't associate purpose and values with strategy. They can verbalize their outcomes and OKRs, but struggle to define why and how. Goes back to how we define strategy and what is needed for successful design. 01:14:32 Kristian Orozco Figueroa: Replying to "Leaders I work with ..." I agree. Purpose is very difficult for many leaders to verbalize. In my experience, the responses on one side have to do with making money, being profitable, etc. On the other side of the spectrum, there are those who define their enterprise purpose in highly "spiritual" terms, for lack of a better word… 01:11:13 Haris Ahmed: In a world and work environment that is constantly changing, a lot of "org design" tactically is now about continuously improving "ways of working". 01:12:33 Mark Robinson: Reacted to "In a world and work ..." with πŸ‘ 01:14:44 Kristian Orozco Figueroa: Reacted to "In a world and work ..." with πŸ‘πŸΌ 01:15:19 Yaya Jaiteh: Reacted to "In a world and work ..." with πŸ‘ 01:14:03 Tadesse Gebremeskel: Reacted to "In a world and work ..." with πŸ‘ 01:14:06 Sue Larson: So many times cost cutting/reductions in force (RIF) are not accompanied by broader org design work. Using the STAR model, a RIF impacts the People but now the org design is out of alignment and it's important for the rest of the STAR model to be revisited. How does the RIF impact the strategy (what we can deliver), How does it impact our structure/roles/jobs, etc, etc. 01:14:33 Greg Thompson: Reacted to "So many times cost c..." with πŸ‘ 01:15:02 Mary Azzolini: Reacted to "So many times cost..." with πŸ‘ 01:20:33 william zybach: Replying to "So many times cost c..." The Riff is a strategic dynamic for the organization whether you agree or not, I believe our role is to service the organization - whether we agree or not, and RIFFs are a severe and wonderful opportunity for change, if we don’t identify or stuck in the negative impact of the change - because death is always the opportunity for rebirth 01:23:01 Sue Larson: Reacted to "The Riff is a strate..." with πŸ‘ 01:18:20 Haris Ahmed: Carlos thanks for dynamic and inclusive world class facilitation! 01:25:10 Greg Thompson: Replying to "Carlos thanks for dy..." Yes, Carlos is a world-class designer and facilitator 01:20:23 Randall Rollinson: Thank you for allowing me to visit your community. Great conversation. It's not about "scanning" vs. "sensing." It's ab out both and. 01:21:43 Shelley Saeger: Reacted to "Thank you for allo..." with ❀️ 01:24:33 william zybach: Replying to "Thank you for allowi..." The average word in the Oxford has 6 definitions - scanning, sensing, noting - are not different- except maybe by definition - they all get us headed in the right direction 01:23:04 Kristian Orozco Figueroa: @MaryAzzolini Thank you for sharing your reflection. Very valuable. 01:23:19 Haris Ahmed: A good org designer by definition has to be a great change management expert! 01:24:21 Tadesse Gebremeskel: Thank you Tanya, Carlos, and Rich for your invitation. And William for your excellent sharing your experience and also others for every corner of the world. 01:24:54 william zybach: Reacted to "Thank you Tanya, Car..." with ❀️ 01:24:28 Bruce Mabee: Great, wide-ranging conversation. As Carlos pulled in those here who had not dominated, I hope we all can follow the lead to pull in wider communities, not only serving the leaders--which will ultimately serve them, too. 01:24:53 Sue Larson: Strategy - "that thing we design to" 01:25:15 Haris Ahmed: Enriching 01:25:21 Shelley Saeger: reconnecting to the humanistic approach - org design involves people who are unique and individual with personal needs 01:25:41 Mary Azzolini: Reaffirmed importance of designing to something and connecting with our client personally, to define how to progress the alignment process most synergistically. 01:25:42 Asya Dinets (s/h): Thank you all, this has been very interesting. I'm not an OD professional but I feel that these skill sets are critical to any successful people manager/team leader. Connecting to Haris' comment earlier about the pace of change and the tactics of improving how we work on a team level or an organizational level. It's so important that we are thinking about this and trying to optimize at all levels of an org. Without that intention, I think that is why so often strategy sits in a pile on a desk somewhere gathering dust 01:25:43 Wendy Mashilwane: We define strategy differently. But at the end of the day we are all designing towards something and for some reason 01:25:52 Kristian Orozco Figueroa: In spite of the fact that I am a big lover of frameworks and methods and other types of tools, I walk away with the value of always focusing on what is really important to the client and letting go of the rest. 01:26:16 Shelley Saeger: Reacted to "In spite of the fa..." with ❀️ 01:26:02 Yaya Jaiteh: Reflecting the needs of the broad community that you are working with incl. the language they use. 01:26:14 Kristian Orozco Figueroa: Reacted to "Reflecting the needs..." with πŸ‘πŸΌ 01:26:22 Lilian Duckart: I’ll leave with the β€˜meet the customer where they are’. Thanks all! 01:26:39 Tadesse Gebremeskel: Carlos thank you for your excellent coordination! 01:26:50 Sue Larson: Regardless of what we call it, you have to have a north star that you are designing towards. You have to design towards something. 01:26:51 Shelley Saeger: LOVED this conversation! Thank you! 01:28:16 Wendy Mashilwane: Great session and well facilitated. This was insightful and helpful. Thank you 01:28:36 Sue Larson: Great conversation! This was my first ODF experience. Love it! 01:28:36 Mary Azzolini: Thank you!