Responsive Organizations


The accelerating pace of change for organizations across industries and geographies calls for new ways of working, learning, and collaborating. Emergent Organizations are those willing to consider creative, evidence-based approaches to innovation, culture/HR, and market growth.[1]

Keep in mind, In 1958, U.S. corporations remained on the S&P 500 index for an average of 61 years, ...compared to today and companies are being replaced approximately every two weeks.[2]

There’s a reason we’ve run organizations the way we have. Our old Command and Control operating model was well-suited for complicated and predictable challenges. Some of these challenges still exist today and may respond to the industrial-era practices that we know so well.

However, as the pace of change accelerates, the challenges we face are becoming less and less predictable. Those practices that were so successful in the past are counter-productive in less predictable environments. In contrast, Responsive Organizations are designed to thrive in less predictable environments by balancing the following tensions: (Responsive Org MANIFESTO)

More Predictable <-> Less Predictable

Responsive Organizations and Agile#

We talk a lot about Agile and Lean and a lot of this is written off as being for ONLY for software developers.

Manifesto for Agile Software Development#

The Manifesto for Agile Software Development|Agile Manifesto] -- Is there anything in that manifesto that should NOT be applied to a Responsive Organizations?

Tony Hsieh's radical management experiment#

Inside Zappos CEO Tony Hsieh's radical management experiment that prompted 14% of employees to quit

Excellent firms don’t believe in excellence#

Mark Dixon recently mentioned in his blog "This made me remember a statement made by Tom Peters in his book, Thriving on Chaos, which I first read in 1989:

Excellent firms don’t believe in excellence – only in constant improvement and constant change. That is, excellent firms of tomorrow will cherish impermanence and thrive on chaos!

Customer journey – rather than the product#

To be customer centric requires entire business processes to be deconstructed and re-invented with the customer journey – rather than the product – at the centre of the design, a challenge that is amplified even further by the evolution of digital channels and overwhelming amounts of data.
- Tim Barber, Vice President, Global Telecoms and Media Industry at ForgeRock

Further Reading#

Triumph of the City: How Our Greatest Invention Makes Us Richer, Smarter, Greener, Healthier, and Happier http://www.amazon.com/gp/product/0143120549/ref=as_li_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=0143120549

Holacracy is a radically different management system that changes how an organization is structured, how decisions are made, and how power is distributed. http://holacracy.org/

Holacracy: The New Management System for a Rapidly Changing World http://www.amazon.com/gp/product/162779428X/ref=as_li_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=162779428X

Reinventing Organizations http://www.amazon.com/gp/product/2960133501/ref=as_li_tl?ie=UTF8&camp=1789&creative=390957&creativeASIN=2960133501

More Information#

There might be more information for this subject on one of the following: