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Innovation

in Organization Design

FLAME TAO Knoware Pvt. Ltd.
Totally……Aligned…….Organization
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The need for rethink

Organization design and HR practices located in the idea
of closed systems and steep hierarchies
Extrinsic reward and idea of control
Structure as primary and systems as secondary
Reality:
Value streams that cross several organizations
Knowledge that is very widely held
Centrality of the knowledge worker
Speed of change and therefore realigning the Value Stream
Autonomy, mastery and purpose the central motivators

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The individual –
source of living energy for the Organization

CHOICE MAKING CORE INDIVIDUAL
AND ROLE SHAPING PROCESSES & CORE
PROCESSES GROUP PROCESSES
INVISIBLE
Determine the
Organisation energy and
synergy

CORE TASK
ABILITIES SKILLS VISIBLE
PROCESSES
AND KNOWLEDGE
Determines the
measurable work output

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The individual
in a network

v idual
Indi esses
c
Pro v i dua
l
Ind i
bil i t ie s
A

SUM OF INDIVIDUAL
ABILITIES
SUM OF INDIVIDUAL
PROCESSES Organisation design
usually takes only this
The hidden part of the into account and remains
iceberg that determines blind to the human
the vector of organisation interfaces. At best it is
culture. New principles? stuck in Chandler/ Adam
Smith / Frederick Taylor/
Fayol Weber ideas of
design. 4
Appropriate Systems Map

NON NEGOTIABLE LONG TERM GROWTH
PARAMETERS - THROWN UP AS
ECONOMIC VIABILITY SHORT TERM PROFITS
THREATS TO
TO SURVIVAL/LOST
OPPORTUNITY
PEOPLE LINKED
THROUGH
SYSTEMS ANY LESS THAN
ENERGISES OPTIMAL ROLE
THE MONEY TAKING PROCESSES
AND DELIVERY CREATES WASTE
SYSTEMS
WASTE ACCUMULATES
NON NEGOTIABLE PARAMETERS AND REFLECTS AS
FOR CUSTOMER SATISFACTION - LOWERED QUALITY,
INCREASED COST,
System Throughput = QCD for customer INCREASED
DELIVERY TIME
(CYCLE TIME)

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New prototypes

The present model of Organization Design is derived from the
steep hierarchies models: Armed forces; Bureaucracies
and Autocracies. This is inappropriate for the “Networks in
an Ecology” type of systems.
Buckminister Fuller and the Geodesic domes: Tensegrity
stuctures not compression- gravity structures.
Prasad Kaipa’s Pyramids: Tetrahedrons and tensions
Tripura Rahsyam model of creation: Mandalas that have a
tetrahedron as the central algorithm.

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Vaastu Principles of Design

Bhoghadyam;
Functionality and effectiveness

Sukhadarsham; Ramyam;
Aesthetics and efficiency Inspiration and evocation

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Geodesic domes

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The Tensegrity Mandala

Voice Voice Of Wealth
of Wealth • RoI
• RONA
• Attractive ness to investor

Voice Of Technology
• Innovation
• QCD
• Assets Voice of
Customer /
Markets
Voice of
Technology Voice Of Customer
• VFM
• Market Share
• Brand

Voice Of Emolpyee
Voice of • Market Value
• Learning
Employee
• Status
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The Tensegrity Mandala
Strategizing Tension
Voice How do I grow the customer base?
Investing Tension of Wealth • New Clients/ New Markets
How do I grow • New Products / New Businesses
capability? • Grow & Retain Existing Clients
• Funding • Brand Building & Market share
• Managing Risk • Alliances & Collaborations
• Scaling Up • Mapping Ecosystems & scenario planning
• Capacity creation • Designing new value propositions
• M&A • Pricing strategy
• R&D - NPD
• R&D - NTD
Voice of
Customer /
Markets
Voice of
Technology

Valuing Tension
How do I grow the employees?
• Attracting, Retaining, & Nurturing Talent
• Building a Culture promoting excellence
• Coaching, Mentoring, & Career
Voice of Management
• Performance Management
Employee
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The Tensegrity Mandala

Voice Improving Tension
of Wealth How do I improve my
Offerings?
Energizing Tension • Quality, Cost, & Delivery
How do I motivate Imperatives
the employee? • Productivity
• Self improvement • Innovation
• Team working • Embedded at the Customer
• Inspiring & mobilizing End
committment

Voice of
Customer /
Markets

Voice of
Technology

Serving Tension
How do I delight the customer?
• Managing the Relationships
• Moments of Truth & Moments of
Voice of Delight
• Understanding & Managing Link
Employee Responsibilities
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The Tensegrity Mandala

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The Tensegrity Mandala

S Business Architect
Technology Architect

Organization Architect
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Valuin
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Business Developer

Throughput Developer
Solution Designer C
Improving Customer De3lighter

T Innovator

Team Player
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Team Developer

Craftsperson E Self-Developer
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The Tensegrity Mandala

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The Executor
Operational
Excellence
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The Tensegrity Mandala

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The Strategist
Business Excellence
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The Tensegrity Mandala

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The Capacity Creator
Lean Infrastructure
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The Tensegrity Mandala

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Institution Builder
Organization
Development
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The Tensegrity Mandala

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Se LEADER
Growth and Evolution
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Tensegrity Mandala Roles

Contributor Roles Architect Roles
1. Self Developer 1. Organization Architect
2. Customer Delighter 2. Technology Architect
3. Innovator 3. Business Architect
4. Solution Designer
5. Craftsperson Leadership Roles
6. Team Player 1. Executor
Developer Roles 2. Capacity Creator
1. Team Developer 3. Institution Builder
2. Business Developer 4. Strategist
3. Throughput Developer 5. Leader

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Role Effectiveness Dimensions

Tension 1: Serving
Role 1: Customer Delighter

☯ I ensure that I make the customer feel valued
☯ I meet regularly with customers / suppliers to seek ways of improving my
deliverables. I use influence problem solving based on customer feedback.
☯ I build trust with my customers / suppliers through appropriate communication.
☯ I ensure that every team member feels responsible for high quality customer
service
☯ I encourage employee suggestions to improve customer service
☯ I keep promises, deliver on time, first time, every time.
☯ I encourage direct contact with customers.
☯ I respond quickly & effectively to customer feedback.
☯ I actively seek feedback from customers to understand how my deliverables are
being used.
☯ I display a genuine interest in serving others.
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Role Effectiveness Dimensions
Tensions: Energizing, Improving, and Serving
Role 13: Executor

☯ I translate Business & Organizational strategic imperatives into tactical decisions
☯ I invest my energies in identifying and deploying the right people in the appropriate job
positions & task roles
☯ I always back up any of my decisions with the right resources
☯ I continuously engage my energies in improving the present, for the future
☯ I deploy, institutionalize, and sustain competitive advantage(s) within the organization
☯ I stand for and exemplify “Practices” that sustain wealth generation for the organization
☯ I shoulder the gap between the requisite ‘Responsiveness’ versus the current capability
to be competitive

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Thank You

FLAME TAO Knoware Pvt. Ltd.
Totally……Aligned…….Organization
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