New Organisational Structures


 

What new models are possible?

Many of today’s organisations and institutions were designed and optimised for a past that is disappearing: companies used to last for a century; products lasted years, sometimes decades, and people had jobs for life once they emerged from the education system. What used to be a reliable system of management co-ordination to control distributed workers and their output is now incapable of the speed and complexity that modern organisations and markets require.

As the pace of change increases, these structures are holding back progress, and hence organisations around the globe are experimenting with new organisational models such as Holacracy, Agile Organisations, Dual Organisations, and various hybrid approaches. These new models are made possible by the pervasive connectivity and collaboration that new technology has made possible, to find new, smarter ways to coordinate work that break with the conventional hierarchies that have dominated management for so long.

There are lots of experiments and new approaches, but little deep research into what works, where and why. We want to research the impact and challenges of new organisational structures as well and to identify the barriers and blockers that hold back new approaches.

Example research briefs

  • Connector.

    Agile teams

    What is the impact of agile teams on product life cycles and delivery? (combinatorial innovation, time to market, new approaches multi-disciplinary working)

  • Connector.

    Unlocking resistance

    What are the key processes and practices standing in the way of new organisational structures, and how are people adapting or overcoming them?

  • Connector.

    Scaling

    How can we scale agile structure and how does this impact on existing organisational structure?

  • Connector.

    Transformation processes

    How are firms managing the transition to new organisational structures without impacting performance?