LeSS Supporting: Organizational Design (OD) Workshop For Executive Management

REGISTRATION IS ALSO POSSIBLE FROM THIS PAGE.

About the workshop:

In this session, participants will, collectively, address multiple organizational design problems, including teams- and departmental structures, HR norms and policies (career path, promotion, compensation), site strategies, budgeting and finance, as well as an overall business agility (adaptiveness).  Most likely, some widely accepted “operating models” and well-established mental models, as well as the traditional perception of organizational dynamics will be challenged, and attendees should be prepared for this.   Of course, the goal of the workshop is not to challenge and object what already exists.  The goal is also to suggest alternative ways and approaches that could make an organization a better working place.

Audience:

• Senior executives from both sides: technology (e.g. CTO or CIO) and business (head of LOB)
• Senior managers of HR
• Learning & Development personnel, responsibility for organization-wide education

Note: this hybrid mixture of attendees is critical to ensure effective collaboration and development of common understanding between influential people that represent various organizational domains.

What will you learn?

• Why certain organizational design decisions cannot be delegated to middle management?
• Why majority of agile transformations fail (what are their some most common systemic root causes)?
• What are some of the most common transformation fads (e.g. fake “scaling”, fake “productization”)?
• What can and should be changed at-once and could be improved more gradually?
• How to implement deep & narrow organizational design improvements, without creating organizational chaos (“parallel organization”?)
• How to properly select internal ‘candidates’ for such improvements, without causing jealousy, fear and hostility

How will this workshop be conducted:

The session will be ran as a series of converge and diverge mini-sessions, where participants will collaborate in small groups (diverge) and as a whole large group (converge).
Most common organizational design challenges, organizational goals, assumptions and beliefs will be “turned” into system variables and discussed, in the scope of an overall organizational design system, to lead to discoveries, ‘aha’ moments and actionable steps.

REGISTRATION IS ALSO POSSIBLE FROM THIS PAGE.

About the workshop:

In this session, participants will, collectively, address multiple organizational design problems, including teams- and departmental structures, HR norms and policies (career path, promotion, compensation), site strategies, budgeting and finance, as well as an overall business agility (adaptiveness).  Most likely, some widely accepted “operating models” and well-established mental models, as well as the traditional perception of organizational dynamics will be challenged, and attendees should be prepared for this.   Of course, the goal of the workshop is not to challenge and object what already exists.  The goal is also to suggest alternative ways and approaches that could make an organization a better working place.

Audience:

• Senior executives from both sides: technology (e.g. CTO or CIO) and business (head of LOB)
• Senior managers of HR
• Learning & Development personnel, responsibility for organization-wide education

Note: this hybrid mixture of attendees is critical to ensure effective collaboration and development of common understanding between influential people that represent various organizational domains.

What will you learn?

• Why certain organizational design decisions cannot be delegated to middle management?
• Why majority of agile transformations fail (what are their some most common systemic root causes)?
• What are some of the most common transformation fads (e.g. fake “scaling”, fake “productization”)?
• What can and should be changed at-once and could be improved more gradually?
• How to implement deep & narrow organizational design improvements, without creating organizational chaos (“parallel organization”?)
• How to properly select internal ‘candidates’ for such improvements, without causing jealousy, fear and hostility

How will this workshop be conducted:

The session will be ran as a series of converge and diverge mini-sessions, where participants will collaborate in small groups (diverge) and as a whole large group (converge).
Most common organizational design challenges, organizational goals, assumptions and beliefs will be “turned” into system variables and discussed, in the scope of an overall organizational design system, to lead to discoveries, ‘aha’ moments and actionable steps.

REGISTRATION IS ALSO POSSIBLE FROM THIS PAGE.

About the workshop:

In this session, participants will, collectively, address multiple organizational design problems, including teams- and departmental structures, HR norms and policies (career path, promotion, compensation), site strategies, budgeting and finance, as well as an overall business agility (adaptiveness).  Most likely, some widely accepted “operating models” and well-established mental models, as well as the traditional perception of organizational dynamics will be challenged, and attendees should be prepared for this.   Of course, the goal of the workshop is not to challenge and object what already exists.  The goal is also to suggest alternative ways and approaches that could make an organization a better working place.

Audience:

• Senior executives from both sides: technology (e.g. CTO or CIO) and business (head of LOB)
• Senior managers of HR
• Learning & Development personnel, responsibility for organization-wide education

Note: this hybrid mixture of attendees is critical to ensure effective collaboration and development of common understanding between influential people that represent various organizational domains.

What will you learn?

• Why certain organizational design decisions cannot be delegated to middle management?
• Why majority of agile transformations fail (what are their some most common systemic root causes)?
• What are some of the most common transformation fads (e.g. fake “scaling”, fake “productization”)?
• What can and should be changed at-once and could be improved more gradually?
• How to implement deep & narrow organizational design improvements, without creating organizational chaos (“parallel organization”?)
• How to properly select internal ‘candidates’ for such improvements, without causing jealousy, fear and hostility

How will this workshop be conducted:

The session will be ran as a series of converge and diverge mini-sessions, where participants will collaborate in small groups (diverge) and as a whole large group (converge).
Most common organizational design challenges, organizational goals, assumptions and beliefs will be “turned” into system variables and discussed, in the scope of an overall organizational design system, to lead to discoveries, ‘aha’ moments and actionable steps.