Looking for a way how to organise work in your company? Than i would suggest getting yourself familiar with these works:

  • Organize for Complexity by Niels Pflaeging. http://www.organizeforcomplexity.com 
    • Niels has managed to distill the essential components of organizational development, leadership, and management into a single, short, clear volume that is easy to read and understand
  • Wirearchy by Jon Husband. http://wirearchy.com
    • Organizing principle for interconnected participative era. Implications for biz models, org structures, leadership & mgt. development
  • LiquidO by CocoonProjects. http://liquido.cocoonprojects.com
    • The original “liquid organisation” model for governance, born from direct experience within Cocoon Projects and in use in a growing number of for profit and not-forprofit organisations willing to get liquid.

Inspired by these people i with me team came up with practical implementation of some ideas that we believe will help us to:

  1. Focus on value
  2. Adapt to fast growth
  3. Keep everybody engaged and collaborative
  4. Remain fast and handle bottlenecks

While working on a network organisation concept and principles:

  • Value and speed vs cost and efficiency
  • Adaptiveness
  • Transparency

and giving it a try to visualise it in this document. (feel free to provide your comments)

I stumbled across the challenge which is not obvious how to solve in the best way. And whole principle of network structure can be broken if certain culture is strong in a company. The challenge i am talking about is excellence of functional skills e.g. quality, product management, development practices, analysts

We are trying to solve it introducing following activities:

  • Internal unconferences with following “TODOthon” (copyright by Dainius)
  • Internal communities: meetups and knowledge sharing sessions
  • Education center with leads per topic
  • POD Leads and Keepers decide if and how people should participate or lead certain communities

Some open questions:

  • Who sets the bar? Understanding what is best can differ from POD to POD
  • How to split time? When you don’t participate in daily work you loose competency and can’t contribute well to community

How do you keep excellence across the company? Not interested in solutions with functional managers

p.s. was surprised that **otify has functional managers, so they have cool way of organising projects, but organisational structure i guess is old-fashioned. before that was thinking that they have network structure.

Good. Cheap, Fast! We all know that only two things can be picked, but always tend to forget that and spend lots of time and effort to have all three.

That is why it’s perfect decoration for a workplace, especially in the meeting rooms where you invite clients. It definitely can work as a reminder of this important truth.

good-cheap-fast

Good Cheap Fast

 

Description is taken from the book “Black Swan” and I love it.

What is a complex system? It’s a system where elements are strongly related in time (element depends on its own historical transformations), horizontally (elements are mutually dependent) and in diagonal (A depends on a history of B)

You can read more about how to deal with it in my previous post – http://agilemindstorm.com/2015/03/17/network-structure-confirmation-bias/

Main difference between standard company structure and network structure (more information about that topic can be found here) is dynamics:

  • company structure fits business model
  • structure changes together with business
  • cells have autonomy to make decisions

And it means that role description must also be dynamic and change together with POD’s evolution. Here is possible evolution of POD keeper role.

POD stagePOD Keeper focusRole & Responsibilities
Idea, early stageProgramming
POC creation
Explore technology
Tech Lead
2-3 people
Start-upInventing
Productizing
Determine needed resources
Lightweight delivery process
Experimenting technology
Scrum Master
5-12 people
StabilizationProduct development process
Quality assurance
Ensuring capacity
Hiring
Managing technology
Development manager
15-40 people
ExpansionDefining product lines
New technologies
Managing product portfolio
Research
Hiring
Planning new offerings
Development manager
40+ people
MatureOptimize whole value delivery
Avoid centralization
Identify new value chains
Set up new PODs
Change agent
100+ people

Principle is simple as POD grows POD Lead and Keeper responsibilities are changing accordingly to meet business goals and needs.

Good luck

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