![]() ![]() New technologies offer unprecedented opportunities to gather information and direct operations, but because of the speed necessary to remain competitive, centralisation of power now comes at great cost.Įffective adaptation to emerging threats and opportunities requires the disciplined practice of ‘empowered execution’. Traditionally, organisations have implemented as much control over subordinates as technology physically allowed. Together, purpose and trust completed the establishment of shared consciousness, something that is vital to success in a complex world.įrom command-and-control to letting go - from chess master to gardener Using embedding and liaison programmes to create strong lateral ties between business units (and partner organisations). Pumping information out about the entire scope of operations to all team members It needs a disciplined effort to create shared consciousness.Ĭreating transparency and information sharing requires not only a redesign of the physical activities, but also a rethinking of almost every procedure.ĭaily briefings lie at the core of transformation: Moving from a traditional organisation to a systems approach will require a culture change that does not come easily. Harnessing the capability of the entire geographically dispersed organisation means complete transparency of information sharing. Because of the interdependence of the operating environment, all parts would need members to understand the entire, interconnected system, not just the individual boxes on the org chart. Teams that had traditionally resided in separate silos become fused to one another via trust and purpose.Ĭomplex problems need systems thinking to find solutions. ![]() How to break silos & join teams up - introduce ‘systems thinking’ The solution is to think of a “team of teams” - an organisation within which the relationships between constituent teams resembles those between individuals on a single team.īy replacing traditional hierarchy with networks this can organically reconfigure an organisation with agility and resilience.įocus should be less on tactics, skills and technology, and more on culture and how you work. Many of the traits that make small teams effective (trust and purpose) also make it incredibly difficult to scale those qualities across a whole organisation. Their solutions often emerge as the bottom-up result of interactions, rather than from top-down orders. The connectivity of trust and purpose imbues teams with an ability to solve problems. Teams are less efficient, but much more adaptable. ![]() Since the pursuit of efficiency can limit flexibility and resilience, organisations must shift the focus from highly efficient execution of known, repeatable processes at scale, to resilient, unending, adaptability.Ĭommand structures are rooted in reductionist prediction, and are very good at executing planned procedures efficiently. Prediction is not the only way to confront threats - developing resilience and learning to reconfigure (to confront the unknown) is a much more effective way to respond to a complex environment. This unpredictability is fundamentally incompatible with reductionist managerial models based on planning and prediction. The world is vastly less predictable than it was even 20 years ago. McChrystal’s recommendations tie in with several of Lequin’s experiences running change programmes, which are discussed below. The solution was to create organisations that combined a web of responsive, interconnected teams that worked with extreme transparency and decentralised decision-making authority. The author describes various organisations’ responses to succeeding in a VUCA environment. A coachee of mine recently recommended a book, Team of Teams by General Stanley McChrystal. ![]()
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