euwin presentation odam 2014 prof geert van hootegem total workplace innovation

TOTAL WORKPLACE INNOVATION

The paradigm that will change the organisation

ODAM 17th-20th August 2014NES Copenhagen, Denmark

2014 Prof. dr. Geert Van Hootegem

Some observations

• Big bang: not observed;

• SME’sation: not observed;

• Market instead of organisation: not observed;

• Break down of employment relationship as dominant economic coordination mechanism: not observed;

• Flattening hierarchies: not observed;

• Functional organising: even more dominant then ever before

o AND WE KNOW IT AS A WORKER, A CUSTOMER, A CITIZEN, … HUMAN FACTORS RESEARCHER

THE BUREAUCRACY

SPECIALISATION AND LACK OF JOB CONTROL

THE UMBRELLA SYNDROME

SILO THINKING

FLEXIBILITY & AGILITY

Organisational Failure

“(…) organisations are still so imperfectlydesigned and our ignorance about them is sogreat that forms of malfunctioning and thesuffering which results from it are ubiquitousand are widely accepted as normal andunavoidable.”(Elias and Scotson, 1965)

INputINput

OUTput

OUTput

TransformationTransformation

INputINput

OUTput

OUTput

TransformationTransformation

HUGE WORKFORCE

+LOW SKILLED WORKFORCE

INputINput

LOTS OF WORKFORCE

+LOW SKILLED WORKFORCE

OUTput

OUTput

DESIRED

+Non DESIRED: inequality,

disease and ecological footprint

VolatilityVolatility

UncertaintyUncertainty

ComplexityComplexity

AmbiguityAmbiguity

Efficiency1960

Offer driven

Efficiency

Quality+

1970

Customerfriendliness

Flexibility

+

Quality

1980

Efficiency

Question driven Flexibility

Innovativity+

Quality

1990

Efficiency

Flexibility

ServiceSustainibility

+Innovativity

Quality

2000

Customer driven

Efficiency

Quality

Flexibility

Innovativity

Workability

+

2010

ServiceSustainibility

Efficiency

Employee driven

Performance Requirements

EUROPEES PERSPECTIEF

• Integral view

• (New) Theory based

• TWIN for TWINS:

o Organisational Performance + QWL

• VUCA-proof

• Declining Labour market:

o Highly skilled workers

o Diverse workforce (esp. multigenerational)

o Making voice

• Sustainable in a global competing economy

Specs for New Organisational Design Theory

TransformationTransformationINputINput

OUTput

OUTput

Need for integral view

PEOPLE

CULTURE

STRUCTURE

SYSTEMS

PEO

PLE

CU

LTU

RE

STR

UC

TU

RE

SY

STEM

S

LEADERSHIP

STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS

QUALITY OF THE

ORGANISATION

QUALITY OF

WORKING LIFE

Need for integral view

PEO

PLE

CU

LTU

RE

STR

UC

TU

RE

SY

STEM

S

QUALITY OF THE

ORGANISATION

QUALITY OF

WORKING LIFE

Need for integral view (2)

LEADERSHIP

STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS

26

Workplaces

Membershiprelations

Technology productionorganisation

Workorganisation

DisciplineAllocation

Industrial Relations

MST perspective on organisations & their environment

PRODUCTIONOR

€/$

SU

PP

OR

T

PR

EP

AR

AT

ION

CO

NT

RO

L

STRATEGICINNOVATION

STRUCTURAL IMPROVEMENT

OPERATIONALCONTROL

GROUPING OF TASKS AND FUNCTIONS WITHINTHE TEAM

PARALLELISATION& SEGMENTATION

PARALLELISATION& HOMOGENISATIONOF ORDER FLOWS

Sys

tem

Des

ign

Pro

cess

Map

ping

= b

ound

arie

s N

+1

Mis

sion

, Vis

ion,

Str

ateg

y, P

erfo

rman

ce r

equi

rem

ents

28

Workplaces

Membershiprelations

Technology productionorganisation

Workorganisation

DisciplineAllocation

Industrial Relations

MST perspective on organisations & their environment

PEO

PLE

CU

LTU

RE

STR

UC

TU

RE

SY

STEM

S

QUALITY OF THE

ORGANISATION

QUALITY OF

WORKING LIFE

VUCAVOLATILITY – UNCERTAINTY – COMPLEXITY - AMBIGUITY

LEADERSHIP

STRATEGY, MISSION, VISION PERFORMANCE REQUIREMENTS

SYSTEMS

• First designing the structure, then systems

o ICT

o Architectural

o HRM

o …

• Integrate lean thinking and be aware of 8.5 forms of waste

Principles of TWIN

• Boundary Management (insourcing!)

• Shift the Silo’s and the result is …

• Multidisciplinary teams responsible for a whole stream of orders (objects, patients, students, …) with a high intradependency and low interdependency

• A bundle of operations to be performed by a group of people is the basic element of the organisation (and NOT a function)

• By default: processes can be different even if standardized (Striving for balance by asymmetry by design)

o On behalf of customer requirements

o On behalf of workforce diversity

Principles of TWIN (2)

• Preparing and supporting functions decentral by default using the UNLESS-technique or principle

• Governance structure is designed

o As latest step in the design process

o Bottom up

• Workforce Mobility as assignment

• Lateral functions or requirements like safety, health, innovation, learning, etc. are locked in daily operation routines, just like TOTAL QUALITITY PRODUCTION

• … TOTAL WORKPLACE INNOVATION

OLD DAYS

Taylor(scientific management)

A. SmithSpecialization

Labor

H. Ford Assembly Line

NEW DESIGN, OLD FOUNDATIONS

OLD DAYS

TRANSITION



Labor


Japanese Just in Time

Group DynamicWisdom

US Human Relation School

Bifurcation

Goals = €


Goals = sustainability + €

OLD DAYS

TRANSITION



Labor



Group DynamicWisdom

E. Trist Socio-TechnicalMovement

IndustrialDemocracy


Scand. Socio-Technical II

Goals = €



Bifurcation

OLD DAYS

TRANSITION



Labor



Group DynamicWisdom


IndustrialDemocracy



Bifurcation

Lean Production

Reengeneering

Goals = €

Goals = Sustainability + €


OLD DAYS

TRANSITION NEW WORLD



Labor



Group DynamicWisdom


IndustrialDemocracy



MST Lowlands

ConduciveProduction

Bifurcation

Lean Production

ReflexiveProduction

New Goal Structure

Reengeneering

Goals = €


Total WorkplaceInnovation


New Design, Old Foundations

Old Connections, New Movements

To register and for more details: http://www.stsroundtable.com

Invitation to the 2014 Meeting of the Global Socio-Technical Systems Network Montreal, Canada, September 17 to 20, 2014

The nature of work has changed drastically in the last few years.

Information and communication technologies

Globalization of commerce and manufacturing

The global financial crisis in Europe

Higher levels of education of people

The need for a balanced work life

The need for constant innovation These are some of the main reasons why work has changed. As practioners in the field of organizations, we know that changes to the way work is organized and managed are essential for economic and social prosperity and sustainability. We, the Ulbo de Sitter Institute (USI) and the Socio-Technical Systems Roundtable, wish to create a series of online and face to face discussions with practioners, academics, union leaders as well as private and public enterprises that have similar aspirations. Our goal is to share and, learn from each other on the best means to create and sustain healthy and innovative organizations: Great Places to Work, Places that Work Great. We wish to invite you to our Global Socio-Technical Systems Network meeting on this theme in Montreal from September 17 to 20, 2014. Our wish is that your participation in this conference begin in the next few weeks through on line discussions on topics that deal with the realities of current and forthcoming workplaces. We invite you to participate in co-creating learning events to be held during the conference through ongoing dialogues on changing workplace topics; mini-design teams will co-create learning events for each conference. To participate, you are invited to go to our website at www.stsroundtable.com.

We have identified five themes with which to begin designing the learning events for the conference:

1. CHANGING NATURE OF WORK

a) Work Context

What has changed and what has not changed

Impact on workers - blue collar, white collar, professional and managers.

b) Voice of the worker

What can unions do?

Impact on unions

Time and place-independent work

2. INFORMATION/COMMUNICATION TECHNOLOGIES (ICT) FROM DIFFERENT PERSPECTIVES:

impact on organization(s) (design) and lessons for STS

3. DESIGNING HEALTHY

ORGANIZATIONS

Changing nature of organizations

Lateral or horizontal coordination

Virtual collaboration

4. DESIGNING RELATIONS AMONG ORGANIZATIONS [EXTENDED ENTERPRISE]

Network organizations – private, public or community based

Value realization networks

Distributed work

Horizontal intra-organizational design

5. GLOBAL WORK INNOVATION NETWORKS, AN ECOSYSTEM OF NETWORKS (GLO.WIN)

Purpose/Name

Value proposition

Structure - including website activation

Membership

Sponsored by:

Thank you for yourattention!contact: [email protected]@kuleuven.be

euwin presentation odam 2014 prof geert van hootegem total workplace innovation

Leadership & Management