Holocracy. Replacing the management hierarchy with an explicit yet appropriate ruleset that sets clear expectations. This adoption takes some time to understand, but in the end, makes the decision-making authority transparent at every level of the organization. Establishing the laws aren’t meant to block the success of the team, as stated by David Allen, author of Getting Things Done.
His 5 step design process involves creating order out of chaos. This is a vital organizational step for design leaders. Establishing explicit rules eliminates the guesswork of how work gets done, undercuts hidden power dynamics, and can create much more efficient teamwork. Some e-commerce organizations have taken advantage of the Holocracy® method completely, and others just need to understand the rules of the game better.
Having the ability to shift and evolve as the organization evolves is also a key part to this method of governance. It’s founding fathers understood that the roles within teams need to be flexible, and multi-faceted to succeed. This lean organizational approach rewards those who are able and willing to wear multiple hats of expertise. This method of governance is best applied in master data team scenarios. For example, customer data is at the center of privacy and legal debates today, and teams responsible for it’s stewardship must have explicit rules to operate under.
It makes things so much better. Imagine if the car this morning blew the red light. Or if we put the milk in the pantry and the cereal in the fridge. We all agree on simple, smart rules. Then we use these to guide us to make better decisions for our customers.
We all know by now, successful organizations empathize with the customer’s needs. To interact at the right time, with the right information. Of course, this philosophy, like all successful organizations in business relies heavily on an instilled passion for their customer’s needs and success. Making sure the circles are as cooperative as possible. It never claims to work with “bubbles of influence.”
Without truly understanding their path, there is no use to apply governance to ourselves. In other words, Step #1 is observation and capture. Capture where the attention should really be. The customers and users today are more involved than we can imagine. If they say we need to fix their future experience, we need to listen, review, and just do it.
Spotify. The place to find and share music. Another not-so-radical movement is the Spotify agility model, which is an evolved version of the matrix organizational structure. Instead of running into roadblocks with absent hierarchy members and program managers, the organization uses independent teams working together on topics with their expertise.
Spotify calls them Tribes, and Guilds. Tribes are cross-functional teams that focus on a particular value streams. Guilds are a teams with similar roles and expertise of a particular practice. So you might have a “mobile” and a “web” tribe and a “CX” and a “engineer” guild. This video by former Spotify Agile consultant Henrik Kniberg explains how this model works for them.
Conshohocken, PA – Built in 2003, 300 Four Falls is a 298,371 square-foot, seven-story office building constructed atop a six-story parking garage located in West Conshohocken, PA. The property features over 400 feet of frontage along the Schuylkill Expressway and is situated within one-half mile of the Schuylkill Expressway and Interstate 476 interchange.
Minds Eye Concepts partnered with Architectural Concepts and Acorn Development / Carson Consulting to oversee construction and deliver a complete marketing package for the partnership resulting in full lease contracts for 98% of it’s office and retail space.