The flexible organization

Leverage Organizational Network Analysis to create a networked organization


Posted by Tiffany McDowell on October 17, 2018.

Network-based teams are a key component to unlocking a more flexible organization poised to deliver the agility, customer centricity, and front-line empowerment needed to succeed amidst massive disruption. By realigning select individuals across functions into networked teams, they can be focused on collaborating to achieve specific shared outcomes. But how can organizations identify individuals and teams to target to drive increased flexibility? This is where Organizational Network Analysis (ONA) comes in.

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Designing for efficiency and adaptability

Optimizing managerial spans and layers can help you find the right balance


Posted by Michael Puleo, Don Miller, Omar Aguilar, and Tiffany McDowell on October 4, 2018.

The speed of digital and market disruption is putting many businesses under tremendous pressure to improve how they operate, compete, and grow. S&P longevity is getting shorter: If current and forecasted rates hold true, nearly 50 percent of the current S&P 500 will be replaced over the next 10 years.1 Deloitte’s Human Capital Trends insights over the last few years also point to organizations struggling to cope:

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Organization of the future: Rewriting new rules for organization design

Posted by Don Miller on October 31, 2017.

Don Miller, a managing director in the Human Capital practice of Deloitte Consulting LLP, explains how organizations are redesigning themselves to be both efficient and adaptable to disrupt and compete in the fourth industrial revolution – the digital age. It’s not just about using technology—it’s about a fundamental mind-set shift in how organizations are rewriting new rules for organization design to purposefully break down traditional hierarchies in favor of dynamic, team-centric, flexible structures. Watch and learn about four ways to get started redesigning your organization for the digital age.

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Digital talent: Build it, use it, or lose it

Posted by
Margie Painter
and
Carlos Larracilla
on October 20, 2017.

Like it or not, digital is here, and in a few years, “being digital” will likely no longer be a competitive advantage for companies, but necessary for survival. With the dropping costs and rising adoption of AI, cognitive computing, and robotics, companies could easily be faced with applying these technologies everywhere, regardless of industry, function, or even company size. And that takes digital talent. But what does that mean? Who are these people? Where do we find them? They may not be who you think they are: digital talent is not strictly about “techies” and people who know how to use, build, or invest in new disruptive technologies.

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High-impact operating model design in action

Part 3: Putting behaviors at the forefront

Posted by
Tiffany McDowell
,  Uzair Qadeer, and Julia Rudansky on October 18, 2017.

By understanding how behaviors are both a crucial input and output of operating model design, organizations can effectively navigate the ever-changing market waters and create tomorrow’s customer-centric organization. In this series, we’ve discussed how a behavior-focused operating model can help reduce risk in business transformations, and ways operating model design influences behaviors (and vice versa). But, of course, knowing that behaviors are a crucial input and output of operating model design is only half the battle. How organizations put this thinking into practice is also essential to ensure the operating model does its intended job and drives the organization. In our final post, we look at this “how-to.”

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High-impact operating model design in action

Part 2: Realizing the ultimate influencer

Posted by Tiffany McDowell, Uzair Qadeer and Julia Rudansky on September 29, 2017.

In part one of our three-part series on designing operating models for high impact, we looked at the role of operating model design in driving and supporting the behaviors necessary for a desired business outcome. Here we look at examples of how operating models influence behavior and where the discussion of behaviors fits in the design process.

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High-impact operating model design in action

Part 1: Reducing the risk of a failed transformation

Posted by Tiffany McDowell,  Uzair Qadeer, and Julia Rudansky on September 20, 2017.

Influential and instrumental, operating models are a vital link connecting business vision to an organization’s design and ultimately to a company’s success or failure. In a truly remarkable way, operating model design acts as connective tissue between theory and reality. Yet effective operating model design tends to remain one of the least understood organizational topics and continues to evade armies of sophisticated professionals. In the first of our three-part series on high-impact operating model design, we look at the (often overlooked) role of operating models in achieving business transformation, particularly their role in enabling and supporting desired behaviors.

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Syncing the organization with the business

As flexible consumption (also known as subscription, usage-based, pay-per-use, or as a service) disrupts many industries, organizations should ask how their internal systems and structures support or hinder this new business model

Syncing the organization with the business

Posted by Hilary Horn, Laura Shact, and Andrew Niederhauser on April 27, 2017.

In an increasingly connected and digital world, customers are demanding the ability to consume technology and media content in flexible and scalable ways. Simply put, customers want to be able to choose where, how, and how much data they consume and pay for, and pay only for what they use. As a result, many companies are undergoing profound shifts and rethinking how they sell and deliver their products and services. Shifting to a radical new business model based on flexible consumption involves a comprehensive transformation: both the organization and the people in it should be ready and able to support the change.

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Embedding digital DNA in your organization: Think “rewire” instead of “redesign”

Embedding digital DNA in your organization: Think “rewire” instead of “redesign”
Posted by Garth Andrus, Don Miller, and Maya Bodan on December 06, 2016.

Digital capabilities in companies are widespread according to the fifth annual research study by MIT Sloan Management Review and Deloitte, with more than two-thirds (68 percent) of respondents having moved beyond the early stages of digital maturity. This seems prudent, as nearly 90 percent of the executives surveyed believe their industry will be disrupted by digital technologies. Still, less than half (44 percent) believe they are adequately preparing for that disruption. A common practice has been to wade into the digital waters by setting up digital capabilities in pockets of the organization. The challenge comes when trying to integrate these pockets into the wider legacy organization. Interactions between the two are often inconsistent and stifle the digital organization, preventing it from being as effective as it could be. But by rewiring the organization—rather than wholesale redesigning it—these digital subgroups can not only become an integral part of the company but also more effective in their own right.

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