How to simplify a complex organization – now as slidecast (presentation with voice-over)
About a year ago, I created a presentation about how leaders can simplify the structure of their organization. This presentation has been viewed more than 2,500 times so it seems like people find the topic relevant. I have now revised the presentation and recorded voice-over (audio narration) with explanation of the slides and additional examples.
The slidecast lasts for 14 minutes.
This presentation deals with the key topic of my new book that will be released next week. The book provides an analytical and data-based approach for analysing complexity and developing simpler organizations designs.
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Excellent introduction! I agree with your thinking about the causes of structural complexity and have for many years been a fan of simplifying complex structures by reorganising them into more of a process based structure. It is unfortunate that management education in process improvement has not been as well marketed as the education for project management – this needs to change so that more companies are comfortable with thinking of their business in terms of simple processes. I’d be happy to receive your posts and I may even add them to my own newsletter on the broader issues of business simplification – the Simpler Business Institute. Will you also put this into the LinkedIn Group called Simpler Business please? Ha det godt og jeg haper din bok selges pa millioner! Cheers, Ian
Ian,
thanks for your encouraging words (in Norwegian!), will do!
Regards, Nicolay
Nicolay
Now I am understanding that your primary approach to organization design seems to be lateral process design.
If you were to consider Jaques’s concepts of Levels of work complexity and Julian Fairfields concepts of improving competitive position by raising the level of a key function to manage more complexity and to compete more effectively, you may have a more complete and integrated approach.
A more balanced approach to both the vertical and the lateral.
Good luck.
Ken Shepard
Hello Ken,
I think these two perspectives are complementary. What I was trying to say something about (albeit in a very simplified form) in this presentation was how to reduce _unecessary_ complexity (complexity that does not add value and/or that can be removed with no negative effect (or even positive effect) on performance). The response to _necessary_ complexity is what you suggest – raise the capability level of the organization.