Tag Archives: Organisational Design

Organisational Design Principles for a Socially Dynamic Organisation

The Socially Dynamic Organisation is evolved: it is strong not simply through formal hierarchy, infrastructure and governance, but rather through innovation, agility and the strength of it’s communities. It’s fundamentally reimagined from those organisations that came before: no longer a … Continue reading

Posted in Agile | Tagged , , , , , , , , , , | 3 Comments

A New Model for #HR: Enabling, Guiding, Adapting

I’m using this week as an opportunity to explore the future of HR: part of a wider journey towards building the Socially Dynamic Organisation. The premise is that to be fit for the Social Age many of the organisations that … Continue reading

Posted in Change | Tagged , , , , , , | 1 Comment

Agile Through Design

I”m #WorkingOutLoud, expanding on a few ideas today about the Socially Dynamic organisation: the type of fully adapted entity that would sit at the ‘Dynamic’ end of the Change framework that I’ve been sharing recently. The Socially Dynamic organisation has … Continue reading

Posted in Change | Tagged , , , , , , , , , , , , , | 6 Comments

Beyond Organisations

This is a #WorkingOutLoud post on some early thoughts for a Journal article. The stratification of society that we see today is not necessarily permanent. The structures of education, commerce, finance and business are simply those which have proved most … Continue reading

Posted in Change, Future | Tagged , , , , , , , , , , , | 8 Comments

Are You Adapted?

The challenges of the Social Age require not targeted solutions, but rather holistic change: change in mindset, changes in technology, changes to how we work, new models of leadership, an evolution of learning, a permission to innovate, a relinquishing of … Continue reading

Posted in Culture | Tagged , , , , , , , , , , , | 6 Comments

Change Curve: The Dynamic Change Model [Part 1]

I’ve been exploring the Change Curve, a framework for understanding organisational change and what we can do to ease the process. It characterises three states: ‘Resistant‘ organisations, who reject change and deploy antibodies to kill it, ‘Constrained‘ organisations, who are … Continue reading

Posted in Change, Change Management | Tagged , , , , , , , , , | 12 Comments

16 Resisters of Change

Yesterday i introduced a new framework for thinking about Change in organisations in the Social Age. It’s intended to draw together a number of loose threads that i’ve been reflecting on the last couple of years: notions around the evolution … Continue reading

Posted in Change | Tagged , , , , , , , , , , , , | 31 Comments