00:28:05 Sean-Shanghai: How would you differentiate on namely high-performance team/org highly effective team/org? Some of our clients in the past name it OPEX/CIP 00:29:17 Dan Lamp: Hi Sean, are you asking if we would define those two terms separately? Actually is there much difference 00:29:26 Sean-Shanghai: Recently Biz Excellence. Under COO 00:33:00 Dan Lamp: I think you can split hairs but ultimately, may be specific from company to company. 00:29:25 James Dowling: Why in HR? 00:30:12 Harish Sridharan: Reacted to "Why in HR?" with πŸ‘ 00:30:16 Elizabeth Hare: Reacted to "Why in HR?" with πŸ‘ 00:30:45 Dan Lamp: Replying to "Why in HR?" This is commonly where we see OD/OE organizations sit given proximity to and relationships with HR Executives and HRBPs. Not uncommon to have this type of COE in a Transformation organization as well. 00:30:48 Xenia Kolesnikovmartin: Replying to "Why in HR?" where else could it sit? 00:32:20 Dan Lamp: Replying to "Why in HR?" Michele will get speak to how to think about designing the COE shortly, based on the configuration of the business. There is no β€œright answer” for this question. This is going to be specific based on the organization. 00:32:45 James Dowling: Replying to "Why in HR?" A peer organization that is OE along with Business Architecture, Change Readiness, Project Management office, Process Performance... 00:33:16 Alex Nikolic: Replying to "Why in HR?" In my organisation it's in HR because we view OD as a skill that a strategic HRBP should have.... but it may be a muscle they don't use frequently. So we, the OE team, are here to augment and support them 01:18:00 Anthony Pence: Replying to "Why in HR?" We get nearly all our work from HRBPs. They are consulting with the level of leaders that drive organizational change. However, now that our COE has matured and is more well known, we are interested in exploring a different home within the organization, like a strategy office. This is how a lot of consultants enter the organization for org design work and it might help us consult more proactively with leaders who want or need change. 00:34:58 Sean-Shanghai: We are working with some PLG organizations, namely Technology Organization. When they talk about effectiveness namely Product Head or a so called Process Owner or a team would stand out. HR would be involved, but not necessarily the only one. 00:36:06 Dan Lamp: Replying to "We are working with ..." Yes, OD/OE should not happen in a vacuum or it is likely to fail. The COE brings functional expertise and partners with the business who have the relevant business understanding/expertise. 00:36:19 Dan Lamp: Replying to "We are working with ..." We will speak to this more later as well. 00:38:05 Alex Nikolic: My team do all 3 of the above! 00:41:49 Dennis Hutchison: In reference timely & compelling offering: are you using governance structure design to mean designing (and articulating) the operating model? 00:42:13 Dan Lamp: Replying to "In reference timely ..." I will have Michele respond to this directly. Stay tuned. 00:44:28 Julianne May: For the final point, "getting it to work" how long do you stay with a project as you move to a ways of working post implementation phase. Do you gain agreement to this upfront? 00:45:23 Dan Lamp: Replying to "For the final point,..." Great question - in short, yes, this should be contracted up front as it may look different program to program. We will speak more to this when we get to activation. 00:45:47 Julianne May: Reacted to "Great question - i..." with πŸ‘ 00:45:51 Dennis Hutchison: I'm aligned with the way you approach operating model and governance 00:46:07 Dan Lamp: Reacted to "I'm aligned with the..." with πŸ‘ 00:48:24 Elizabeth Hare: I’m making a pivot to OD as an innovation design professional – is design for change implied in the example set of offerings? 00:49:40 Frithjof Wegener: I feel silly, but I was late: what is a cop? Center of Excellence? 00:50:55 Dan Lamp: Replying to "I feel silly, but I ..." Yes, correct! 00:53:50 Dennis Hutchison: Replying to "I feel silly, but ..." CoP can also reference a Center of Practice: meaning there are people around the company that come together informally and share best practices, etc. but they have no formal authority or practice. 00:50:16 Jodie Goulden: Elizabeth, great pivot! Welcome to the world of org design! 00:50:45 Dan Lamp: Replying to "I’m making a pivot t..." Hi Elizabeth, if I understand your question correctly, I would say no. Org Change Management may live elsewhere in the broader enterprise. OE can extend to include change as part of its remit, by I do not think it is implied. 00:51:08 Elizabeth Hare: Reacted to "Elizabeth, great piv..." with ☺️ 00:53:22 Matt Cinelli: Reading the room seems overarching to guide each of theses! 00:54:15 Lindsey Fenton: If time at the end - I'd love to hear the key ways to recover from false starts 00:54:46 Dan Lamp: Replying to "If time at the end -..."I can begin to scratch at this as we talk about activation as well 00:54:53 Lindsey Fenton: Reacted to "I can begin to scrat..." with πŸ‘πŸ» 00:55:10 Blake Bowersock: Reacted to "If time at the end -..." with πŸ‘ 01:01:04 Julianne May: where would you see a project manager sitting in that - functional oversight? if internal to the COE or maybe that capability is borrowed from elswhere? 01:02:31 Dan Lamp: Replying to "where would you see ..." I think both are very real options. If it sits within the COE, it is likely a professional or transactional service. The PM may be getting PM specific Functional Oversight from a separate PMO COE. Or, to you point, maybe they actually are part of the PM COE and support project work that the OD COE drives/participates in. 01:02:57 Julianne May: Reacted to "I think both are v..." with πŸ‘ 01:04:19 Julianne May: Thanks, it probably is informed also by scale if its an independent capabilty or a smaller scale hybrid part of the transactional work. 01:04:33 Andrea Perez: Is it better to pick one of these categories or can you do bits of all? 01:04:37 Jon Gauthier: Our HRBPs get heavily involved in the deployment and in many cases lead deployment. 01:04:56 Frithjof Wegener: Thinking of two papers that might be interesting: On capabilities, this paper gives a good overview: Salvato, C., & Rerup, C. (2011). Beyond Collective Entities: Multilevel Research on Organizational Routines and Capabilities. Journal of Management, 37(2), 468–490. https://doi.org/10.1177/0149206310371691 This is a recent review of the literature on organization design: Joseph, J., & Sengul, M. (2025). Organization Design: Current Insights and Future Research Directions. Journal of Management, 51(1), 249–308. https://doi.org/10.1177/01492063241271242 01:05:23 Michele DiMartino: Reacted to "Thinking of two pape..." with πŸ‘ 01:05:26 Elizabeth Hare: Reacted to "Thinking of two pape..." with πŸ‘ 01:07:44 Mpumi Dlamini: Reacted to "Thinking of two pape..." with πŸ‘ 01:05:02 Lindsey Fenton: the "people" are always the hardest part!! 01:05:45 Michele DiMartino: Reacted to "the "people" are alw..." with πŸ˜‚ 01:06:42 Jon Gauthier: pretty big yes to #2 for us 01:07:16 Lindsey Fenton: Reacted to "pretty big yes to #2..." with πŸ’―πŸ˜‚ 01:07:38 Anne Tinklenberg: Trusted partnership with business leaders is also a critical part of execution. 01:10:15 Michele DiMartino: Reacted to "Trusted partnership ..." with πŸ‘ 01:13:57 Alex Nikolic: Reacted to "Trusted partnership ..." with πŸ‘ 01:10:10 Julianne May: This is relevant even if you dont have a COE set up, the work happens in collaboration with others. Its important to find those people and network to remove tension from any program. 01:10:36 Michele DiMartino: Reacted to "This is relevant eve..." with πŸ‘ 01:12:34 Anne Tinklenberg: I would add alignment on the stage of the project to be brought in. 01:14:09 Jon Gauthier: Establishing clear project boundaries is a critical opportunity for my team. When does our work transition more to operations? 01:14:21 Lindsey Fenton: Reacted to "Establishing clear p..." with πŸ’― Yes, I've been in internal COE's in 2 organizations for 8 years and this is a constant struggle! 01:15:56 Michele DiMartino: Replying to "Establishing clear p..." Great question β€” when is the org design project complete and when does it go into β€˜BAU’ (business as usual mode)? This is why getting clear on project deliverables + success measures are important. 01:17:57 Jon Gauthier: Replying to "Establishing clear..." even with clear scope upfront. Not going to walk away until you know the "design will stick". More so if you changes a lot fo structure, accountability, moved work, change processes, KPIs, policies, etc etc 01:18:20 James Dowling: Replying to "Establishing clear p..." Beware Clear boundaries. Organizations as continually adapting systems. Change within one boundary can disrupt performance of teams in out-of-bounds parts of the organization. I start with clear definition of desired outcomes and let the boundaries be determined by the design team. 01:15:53 Gary Flaxman: re: success measures. What leading and lagging metrics have you seen most successfully applied by a OD/E COE that measure successfully delivery of value enterprise-wide? 01:16:01 Ian Renner: Reacted to "re: success measures..." with πŸ‘ 01:16:44 Aurea RamΓ­rez: Reacted to "re: success measures..." with πŸ‘ 01:17:26 Andrea Perez: Reacted to "re: success measur..." with πŸ‘ 01:20:08 Michele DiMartino: Replying to "re: success measures..." Good LEADING indicators of org design project success can be things like….1/is there evidence that new organization capabilities or muscles are being developed? 2/ Project hygiene β€” on time, on budget, deliverables on target. LAGGING indicators tend to be around business impact - e.g. reduced cycle time, reduced cost, quicker/better decision making….. 01:16:00 Ilene Salzmann: I have to jump, will look to the recording to hear the rest. Great session, thank you! 01:16:02 Lindsey Fenton: the 5 milestones really help me communicate milestones to the client as well and helps establish those all important boundaries 01:18:33 Jessica Aikens: This has been very helpful for me. I have to jump but thank you for sharing your knowledge! 01:19:27 Jon Gauthier: strategy critical to align to growth 01:22:06 Julianne May: This is a great presentation, im in Australia and I think its a less mature function but is building - we still have a fair bit of restructuring rather than redesign. But there is some great work being done in larger organisations. 01:22:29 Jon Gauthier: We are working to differeniate between Process Design and Process Improvement. PI is owned within an operations aligned function...but OD should own process design, tied to job design, work alignment, metric alignment, etc. 01:23:45 Michele DiMartino: Replying to "We are working to di..." I like this differentiation of terms and β€˜ownership’. Very pragmatic 01:23:24 Jodie Goulden: I've seen COEs establish org design 'rules' such as minimum span of control or team size or organization 'shape'. Could you comment on the benefits or risks of that approach? 01:24:39 Frithjof Wegener: Replying to "I've seen COEs estab..." I’m working in an organization currently applying such rules without any consideration of context and functional needs. It’s astonishing to see how much value this destroys. 01:29:52 Jodie Goulden: Reacted to "I’m working in an or..." with πŸ‘ 01:26:26 Jeanna Kozak: Replying to "I've seen COEs estab..." The challenge is that it is without question an immediate win - costs go down, targets are achieved, and impact is later and not followed up on or explained away in some fashion 01:29:46 Jodie Goulden: Reacted to "The challenge is tha..." with πŸ‘ 01:27:40 Jon Gauthier: Replying to "I've seen COEs est..." Difficult in my opinion. We provide guidance on things like Spans based on the type of work of the function. Leaders over More standard, procedural work can have large spans than those over functions with more specialized work. 01:29:36 Jodie Goulden: Reacted to "Difficult in my opin..." with πŸ‘ 01:28:00 Michele DiMartino: Replying to "I've seen COEs estab..." Hi Jodie! Yes, some COEs do play in this space of setting β€˜standard’ design parameters (non-negotiables so to speak). I find these types of standards and benchmarks are best or most useful when used situationally. For example - spans of control and org layer guidelines look very different for a commercial sales org vs a Legal org. Or to provide a set of parameters for a discrete project - being clear about economic requirements for the new/future design, specific span improvement targets, etc.. 01:28:30 Andrea Perez: Replying to "I've seen COEs est..." we are doing that now to manage cost structure and prevent silos. Where we review exception cases as it is never black and white but we want to ensure roles are differentiated and lots of times the business hasn't thought to that level of detail. 01:29:08 Jodie Goulden: Reacted to "we are doing that no..." with πŸ‘ 01:27:35 Frithjof Wegener: Has anybody worked with a community of inquiry, rather than a community of practice? Thus situations where its less about one pracitce, but about more transformational change that touches different practices at the same time and requires more inquiry? 01:30:24 Elizabeth Hare: Replying to "Has anybody worked w..." Sounds like my ideal community of interest 01:34:57 Frithjof Wegener: Replying to "Has anybody worked w..." Have a look e.g. here: https://www.linkedin.com/pulse/can-communities-inquiry-transform-knowledge-sharing-future-woods-dasqc/?trackingId=VYglPE01TTqlZLKomF3NQg%3D%3D Its related to these discussions :) 01:34:14 Alex Nikolic: Any thoughts on charging or recharging for OD support? (similar to an internal consulting function) 01:35:11 Juri Sekiguchi: Q: How do you think about what to charge an organization for setting up an internal COE as an external consultant? 01:37:49 Dennis Hutchison: I wish the executives at my company could hear your answer to the benchmark and SoC question. Thank you! 01:38:27 Lindsey Fenton: Reacted to "I wish the executive..." with πŸ˜‚ πŸ’― 01:38:57 Lindsey Fenton: Replying to "I wish the executive..." Yes! I work for a higher education institution and I'm always pulling my hair out at "benchmarking" 01:43:58 Dan Lamp: Reacted to "I wish the executive..." with πŸ’― 01:42:27 Jodie Goulden: Michele and Dan, this was an outstanding session. Thank you for sharing your knowledge with us. I am taking away some practical ideas to help my work. :-) 01:42:59 Blake Bowersock: Reacted to "Michele and Dan, thi..." with πŸ‘ 01:43:04 Matt Cinelli: Reacted to "Michele and Dan, thi..." with πŸ‘ 01:43:46 Dan Lamp: Reacted to "Michele and Dan, thi..." with ❀️ 01:42:47 Matt Cinelli: yes, I've collected everything said, and presented it to an executive sponsor. So he says, no, it's not all that, it's this! 01:43:33 Evgenya Nee: Yes Thank you very much, very knowledgeable! 01:44:30 Rachel (Azzolini) Serling: Echoing the thanks above! Thank for for this insightful session & great to see you both! 01:45:02 Lindsey Fenton: I need that sound clip to play for clients (on people and leader responsibility) 01:45:13 Aurea RamΓ­rez: thank you, Michele And Dan , this was a great session 01:45:23 Elizabeth Hare: Reacted to "thank you, Michele A..." with πŸ‘† 01:45:23 Jon Gauthier: Thank you. Great session. 01:45:24 Marissa Karasz: Thank you! 01:45:27 Christophe Poirrier: Thank you! 01:45:28 Andrea Perez: Thank you! 01:45:31 Enid Rivera: Thank you! 01:45:34 Juri Sekiguchi: This was so wonderful, thank you so much! 01:45:52 Mark Robinson: Loved this...and hearing first hand perspective on great tools of yours I have used!! 01:45:53 Alex Nikolic: Very insightful session - thank you so much! 01:46:02 Mpumi Dlamini: Thank you for a great session 01:46:02 Megan Sage: Outstanding - thank you 01:46:29 Matt Cinelli: thank you all for the thorough intro to COE setup! 01:47:10 Elizabeth Hare: Thank you! 01:47:16 Heather Sumpter: Thank you