When hovering over an average organization, the structure resembles a Dutch landscape. Geometric fields more tightly defined than Piet Mondrian’s paintings. In an age of digitalization, that is not the best model. But then what model is?” we hear you ask. No idea.
The good news; at Bunchmark, we like to seek answers to that question. And we are good at that. Because which structure best suits your organization depends on your growth stage, ambitions and organizational goals, among other things.
We do not believe in hierarchical raking. Companies that cut everything up into separate disciplines and columns create an organization in which they keep employees far away from what matters, which is the customer. And yes, we do see successful examples of holacracy and self-direction here and there. But whether it is equally effective in all organizations? And then how to do it? This is different for each organization.
What works for your organization? We’ll figure that out together. Learning by doing. Scale-ups, for example, can organize themselves fluidly; for other organizations, we look for employee ownership in a different way. Do what suits your organizational stage. Searching for a balance between freedom and guidelines, between need for flexibility and grip. What matters much more, as far as we are concerned, is connecting employees to organizational goals and making things explicit so that it is clear to everyone what to do.
Many inspirations and insights about organizational design we gained from Corporate Rebels. A company born from a blog by two men with a mission; make work more fun.
And they do! Meanwhile a serious business with its own book, workshops, lectures and Acadamy. Often humorous, and always pointed and refreshing. Marja attended the Understanding and designing progressive organizational structures course at their Corporate Rebels Academy last year. Read what she thought about that here.
Curious? Visit their website.
What problem are they experiencing? And why not involve your customers right away? They have a clear view of what problem needs to be solved. And that’s how you create carrying capacity.
Don’t just think “hard”; the soft stuff is always harder than the hard stuff.
Furnish the organization with an integral view. We are fans of the systemic view and like to pay as much attention to the top stream (structure and processes) as to the bottom stream (the implicit message and culture).
Dare to try, learn and adapt. Those are scale up vibes!
Start small and don’t see it as a final endpoint. Going down is human, we learn the most from it.