Category: Organization Design — a Collaboration Platform

Purpose & Function Setting out on the journey of organization design means consciously choosing to align all the parts of an enterprise.  The aim with this deliberate business solution is to ensure the organization’s strategic or competitive advantage—PURPOSE (why it exists) & FUNCTION (what tasks it does in service to its purpose—is delivered effectively and efficiently to its customer base.  Excellent customer service is directly correlated to whether or not these parts are aligned. Shared Experience Broadly speaking, all organizations share the same three parts: • a Social system—customer demands, rewards/recognition, people processes, ways of working, culture, strategy, value-creation activities) • a Technical system—structures, technologies, management/ coordination processes and systems • an Environmental system—geographic-social-political-economic trends surrounding and influencing the business Bringing this “whole system” into a design exercise can daunt even the best of multi-taskers, which is why a collaborative approach not only eases the brain strain and workload but also enriches creativity, innovation and engagement. Whole System Collaborative Design By collaboratively co-designing their entire enterprise, employees and managers learn how to best serve all their stakeholders not just for today’s circumstances but for future change as well.  Designing your enterprise’s collaboration platform creates the stable, agile foundation capable of surviving and thriving in the rapidly changing environment of the 21st century. Collaboration Platform

Adaptive Enterprises: Optimizing and Innovating

In past blogs I talked about the need for organizations operating in today’s complex economy to maximize their efficiency while simultaneously exploring new opportunities and inventing new possibilities.  This massive juggling act for organizational leaders demands these two streams of…

Helen Maupin

Generation Gap 2.0: Bridge-building to a Shared Future

While the term ‘generation gap’ often engenders negative relations between age groups, I propose a more constructive way of utilizing each group’s specialized skills. A generation gap is defined as a difference in values and attitudes between one generation and…

Helen Maupin

From Paradigms to Paradoxes – The ECOLOGY Continuum

As someone who is not trained in the physical sciences, I struggled with what name to give this very important trend.  Should I call it an environment or ecology continuum?  When I looked at the two sets of definitions below…

Helen Maupin

From Paradigms to Paradoxes—The LEARNING Continuum

Today we can no longer just tweak old skill sets and behaviours to optimize our performance because the challenges presented to us are of a new character.  Furthermore, reframing our assumptions and beliefs systems, although additive, is not going to…

Helen Maupin

From Paradigms to Paradoxes – The ECONOMY Continuum

In 2000, Paul Ray and Sherry Anderson introduced us to three distinct cultures co-existing in the U.S. and Western Europe whose distinctions were based on values.  The “Moderns” who value money and success tipped in at 50% of the population. …

Helen Maupin

From Paradigms to Paradoxes – The CONSCIOUSNESS Continuum

So much of our human experience in the new millennium is attributed to the rapid pace of change brought about by both the industrial and technological revolutions of the past century.  There is no doubt of their significant impact on…

Helen Maupin

From Paradigms to Paradoxes – The CHANGE Continuum

For most of my professional career, I willingly set aside three to five days a year to meet with my STS-RT (Socio-technical Systems Roundtable) colleagues.  The STS-RT is a “global network of business leaders, action researchers, trade unionists, academics, managers…

Helen Maupin

From Paradigms to Paradoxes – The CULTURE Continuum

Continuing my investigation of paradoxes and paradigms, today I write about culture as the third of ten paradigms from the past.  My theory is these paradigms are currently presenting as paradoxes or contradictions which are significantly influencing our behaviour and…

Helen Maupin

Converging Business, Technology a-n-d Social Systems for Sustainable Success

The Business Technology Management group on LinkedIn recently posted an Amazon review of The Power of Convergence:  Linking Business Strategies and Technology Decisions to Create Sustainable Success (Hoque, F., L. Walsh, D. L. Mirakaj, & J. Bruckner (2011).  As an…

Helen Maupin

From Paradigms to Paradoxes – The INFORMATION Continuum

Last week I committed to writing about the global trends futurists consider when studying humanities’ ways of seeing and being in the world.  For each global trend, we look for its pattern of behaviour as well as its anticipated direction…

Helen Maupin

From Paradigms to Paradoxes – The MOTIVATION Continuum

In the spirit of collaboration, currently I am developing a global trends model titled From Paradigms to Paradoxes.  A paradigm is a typical pattern, model or worldview of a particular subject.  For example, when considering the subject of motivation, we…

Helen Maupin

COLLABORATE to Create

  Several years ago, I began a consulting journey integrating IT systems with social and business systems.  I could see the “writing on the wall.”  As participants in today’s economy, the majority of us are knowledge workers.  In essence, we…

Helen Maupin