Organisational change beyond the organisational chart



Have you realised that it is fairly easy to make a structural organisational change? You take pen and paper, draw boxes with lines in between, show the new organisational chart to the organisation and then you’re done. A new, more self organising, flexible, or customer focused organisation has supposedly been created.  The organisation gets excited or not (that is a topic for another discussion), yet an underlying challenge remains unaddressed: by only changing the structures, the hierarchical ways of communicating stay, and create invisible boundaries for the intended organisation to become reality.

The discussion on agile and lean structures is relevant in many organisations and the direction towards a more self-led organisation is inevitable. Managers want teams who are proactive, empowered to make decisions, and able to organise their own work to best achieve their targets. From the individual employee point of view, the need is to be more involved in decision-making and to be heard on topics related to one’s work. Both employers and employees would like to see a change in the working environment, but too many organisational changes still fail. The organisational chart remains exactly where it was drawn, on the piece of paper!

Organisational change is about individuals starting new types of dialogues, and this can be learned

To really change, to create new behaviours, like autonomous decision-making, we need time, skills and practice. The fascinating thing is that it all comes down to human to human interaction, and more specifically to what kind of dialogues are held in the organisation. A self-starting, agile culture requires employees with mental ownership of one’s own work and the ability to communicate at eye-level across all levels of the organisation.

And now the great news, this can be learned!

If you would like to get hands-on training in dialogue skills, we invite you to join us on our four-day TUFF Leadership Training. The course is organised for the first time in Finland, beginning in September 21-22rd.

Said about the training:

“It matches intent, vision and desire to new, practical and adaptive ways to deliver on the vision. It’s hard to shift from predictable machinery to new ways and Tuff Leadership Training helps at the most challenging level for this: individually.” Perry Timms, Founder & (CEO) Chief Energy Officer: PTHR. Author: Transformational HR (Kogan Page – October 2017)

“Honesty, trust, empowerment and feedback are at the core of the agile philosophy. It’s what’s needed to build autonomous, efficient and continuously improving self-motivating teams with highly dedicated staff.” Richard Kronfält, Global Head of Delivery at Alite International

Interested?

Please contact our team at Miltton Sparks or email katarina.asen@miltton.fi

 

 

 


    TUFF Leadership Training: The first training September 21-22 and November 6–7