What comes after Management 3.0, SAFe, and the Spotify Model? Well, it’s not hard to see in which direction the world is moving: organizations that consist of networked individuals who work from anywhere, who form teams on the fly, who focus on the customer experience (CX), who aim for objectives and achieve results, and make that a whole lotta fun for themselves. Let’s unFIX our organizations!
From Product Management to Customer Experience
Ask anyone what business agility means and you often hear something along the lines of adapting to change and responding faster. But you will never innovate when you just give customers what they want, at a faster rate. True innovators dig into customer needs and desires and look for the Job-to-Be-Done.
The customer experience is more than just the sum of all your product features. Do you truly understand what makes your clients happy? Do they even understand this themselves? It’s not the customer’s job to know what they need or want. That’s our job.
Dynamic Teaming with Networked Individuals
All organizations need business agility and continuous innovation. But if you work exclusively with dedicated teams that always need to go through forming, storming, and norming stages before they can finally perform, you’re out of luck. That’s neither agile nor innovative. The accelerated pace of change in the world asks for fluid work structures and a switch from dedicated teams to dynamic teams.
In our new connected age, we need networked individuals who can team with each other on the fly and who can fluidly collaborate and form flexible team structures depending on context. With team topologies and dynamic teams, a business is better equipped to become a continuous learning organization. However, this demands a new approach to organizational design, with the unFIX model.
Hybrid Workplaces of the Future
After a year of lockdowns, Covid-19 policies, and many people working from home, organizations call workers back to the office. But not everyone, and not all the time. In hybrid workplaces, most team members are at the office for a limited number of days and hours of the week. Some work only from home. Some only at the office. And many spend their working time at clients, coworking spaces, or coffee bars.
But how should organizations manage that? When should everyone be at the office? How often should team members meet in person? What are the consequences for innovation, diversity, and performance? Can we still meet face-to-face if half the team is working remotely? How do we optimize creativity and productivity with team members spread across the country?
OKRs, KPIs and the North Star Metric
Objectives and Key Results seem to be the new Holy Grail. Many organizations are embracing the new goal-setting framework that was invented at Intel and popularized by Google. At the same time, most organizations are unwilling to let go of traditional Key Performance Indicators. After all, how can you achieve objectives without targets and incentives?
And then there is the North Star Metric: the highly focused approach commonly used by startups and scale-ups to get high-performance, agile teams aligned around a single team-wide metric. And if this technique works for young businesses, then why not the larger ones?
Habit-forming and Gamification at Work
For many years, organizations have wondered how to motivate their workers. Average employee engagement has been low for decades, and no employee engagement program seems to have a lasting effect. That’s because motivation (and willpower) are not enough to achieve organizational change. The science of habit-forming and the research into gamification teaches us how to successfully change our behaviors.
Gamification is all about applying concepts and techniques from good game design. The purpose of games is to give people a great time while doing some activities together. How is that any different from working together as a team? But beware! Gamification comes with a dark side. We need to avoid addiction and unintended consequences.
Mid-level employees such as functional managers, product managers, coaches, consultants, team leaders, HR team members, change agents
- The increase of dynamic reteaming
- The challenge of hybrid workplaces
- The blending of OKRs and KPIs
- Habit-forming and gamification
- Organization design with unFIX
- What are the post-pandemic challenges in the workplace?
- How can we perform well with stable and flexible teams?
- How do existing methods and frameworks need to adapt?
- How do we motivate teams in post-pandemic workplaces?
- How do we boost and measure performance in the future?
Some familiarity with agile and lean methods and principles in general. Deep experience is not necessary, but we won’t be explaining basic concepts such as value streams, feedback cycles, and continuous improvement. 😉
In this workshop, we are pioneers exploring important questions. We won’t have all the answers yet. But for sure, we make some crucial steps toward the future of work.
20+21 September in Warsaw, Poland – DONE 4+5 November in Barcelona, Spain – DONE 3+4 February in Sofia, Bulgaria – DONE
- 9+10 May in Prague, Czech Republic
- 31 May+1 June in Vienna, Austria
- 21+22 June in Zurich, Switzerland
- 13+14 September in Munich, Germany
- Find the Why with Jobs-to-Be-Done
- unFIX – The Versatile Organization Model
- PDE – a Model for Innovative Experiences
- The Behavior Change Dynamo
- The 25 Drives Grid
- flOwKRs – Objectives and Key Results in Flow
As a two-day class, the Versatile Organization is only available in the format of an in-person workshop on location. However, you can also learn about the individual topics as part of our self-paced online workshops.