Structured work or just lucky?

I’ve been working with my clients while we’ve been under covid lockdown, and one theme has emerged more than anything else. That is the requirement for organising the activity of groups. My clients have been seeking ways to enable individual unsupervised action towards a joint outcome.

My clients want: independent action; visibility of progress; and accurate outcome. They have lost the ability the office environment gave for short-cycle intervention and guidance. They need structured ways to work remotely that replace it.

In industries that employ large numbers of people all doing sections of a task over a period of time – think of a building site, telephone maintenance crews or even an army – there are defined, co-ordinated systems of work. The modern office with it’s semi-senior knowledge workers has, in contrast, succeeded through flexibility, creatiing adhoc creative solutions and short-cycle leadership intervention.

My clients, faced with the pandemic and new ways to work and communicate, have found a new need for structured ways to co-ordinate creative work. Through my consulting company, Klynetic Innovation, I’ve been helping companies re-configure products and services and quickly commercialise them, a task that requires precisely this combination of structure, creativity, direction and focus.

One of the approaches I’ve taken is to emphasise personal responsibility and progress-without-permission at lower levels in an organisation. Then to moderate this with the checks-and-balances of good governance provided by systems and oversight provided by graphics and shared language. I’ve coached people to recognise the differences between the competence displayed by an individual and the ability of management to co-ordinate work and form organisational capabilities.

It struck me that in the last thirty years we’ve been honing our ability to encourage leadership and peronal development while, perhaps, not paying enough attention to management. I use the diagram below as as a tool to discuss this topic with senior teams and help identify what’s missing.

I’d like to know your thoughts, please reach out and email me (or comment here).

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Gareth Davies

Innovation Expert with 30+ years of experience living and working across the world. I apply an engineering approach to helping companies innovate and achieve commercial success.

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