I’ve worked in and for big organisations and I’ve witnessed the attempt to introduce less hierarchical and more “agile” organisations and ways of working. While it had worked in some places and projects, in a lot of instances the approach left me with the impression that the concept of agile (proudly stolen from software development) had been interpreted slightly wrong.
As a guest author for Smile Communications (London) I’ve collected my thoughts in a short blog article:
With less hierarchy and governance, companies want to become more agile. The goal is to tear down internal borders, encourage collaboration and be one step ahead of market and competition. Modern digital work tools are supposed to support and nurture this borderless way of working and thinking.
Start-ups get all of this engrained in their DNA from the beginning. Existing businesses have to reverse engineer the process and re-invent themselves. In this, the idea of “agile” often gets misinterpreted and people are left without framework, ground rules and the True North for wherever they are heading.
In this article I want to share my experience from my work in the triangle of leadership, organisational development and technology. (…)
Come & Join me at Smile Expo in May 2018
I will be on stage at Smile Expo, London, on May 21st. There I will talk about…
Successful organisational change in a digital workplace experiment
What happens, if you really question the norm? What happens if you set a few ground rules for internal digitalisation that require leadership, a non-hierarchical organisation and cloud technology to meet somewhere in the middle? What happens if you dare to adopt evergreen technology at full scale in a highly compliance driven environment?
You definitely get a case study that’s exciting to talk about, no matter what…