Niwa – from org to organism

The traditional org chart serves well to illustrate the main divisions and functions of a business, key stakeholders, leaders and managers.

Leaders are at the top of the organisation, those with the Mandate to set out direction and allocate resources. Managers, those Accountable for each of the major division or function areas. And a number of Departments and functions.

Mandate – Accountable – Department

Important and useful informations is missing in this illustration, in order to make it useful for everyone involved in creating the organisations valuable outcomes.

The individual has no simple way to understand how they fit into the value chain or their contribution to the outcomes. They can’t see who they depend on for delivering their efforts or who their customers are.

Notably – the customers are missing entirely from these illustrations. As are key vendors, AI and automation functions, in- and outsourced resources.

The traditional org chart is the main resource used to show investors, stakeholders, new employees and consultants how the company is structured. The emphasis often being on what ‘level’ they are on or are engaging with – rather than purpose.

Even more important. In our global economy, with cross cultural business and customers. The cultures we engage with, the varying ethics, laws and customs. The very thing that must guide us, and the systems and people who act for us and in our place, they too are left out.

Increasing the importance of leaders

Managers and leaders should see themselves and be seen as the Foundation that supports and lift the entire organisation.

Supporting the individual processes and people with coaching and mentoring. Setting future goals for the business, bringing innovation and connecting with the outside world.

So we position leaders, managers and resources, who support the creation broadly with their expertise and experience, as the Foundation. With leaders as front runners.

Managers and leaders as Foundation

Managers and leaders are still as accountable and holds the same mandate as before. Yet their expertise is often broader and of great benefit to people outside their core domain. Having them being part of the Foundation, with a focus to lift the entire organisation in every way possible. We increase their value and flexibility.

Department – Foundation

Focus on the individuals value add

We connect people in the way they work and create value together. And they have a Foundation they can trust and rely on for guidance, advice and resources.

Department – Foundation

Include the wider value chain

All business depends on customers, vendors, external resources, shipping, banks, etc. And increasingly major computer systems acting more or less autonomously. They don’t figure in traditional org charts.

Customers and society at large wants businesses to be open and transparent. Where you source and produce, how you transport raw materials and finished products, how you power manufacturing, deal with waste, if you pay reasonable wages. Is your business a good, considerate contributor to society – and what are your efforts to stay that way, and become even better.

These are all the Input and Outcomes for your business.

Outcome – Department – Input – Foundation

Culture is your guide

Culture. All that we are – as individuals, as nations, as companies and teams. Culture is the traditions, values, rules, laws, ethics, morals, everything that guides the way we collaborate, create and deliver Outcomes. It is how we think about ourselves and each other.

Thankfully our world is becoming increasingly open. And global trade and collaboration has been on the rise for hundreds of years.

It is equally important we nourish our own culture, as learning about and respecting the culture of our customers and vendors.

It’s not only good business sense, it is how we create a world we want to live in together.

Outcome – Culture – Department – Input – Foundation

It is, of course, implied. That all the culture elements that guides the creation processes, equally guides managers and leaders.

From Department to Effort

With people, teams and individual functions now connected – and through each other directly linked to the needs and wishes of the customers, the Outcomes. And we give them ownership of the value and outcomes they produce, the Efforts they contribute with.

Outcome – Culture – Effort – Input – Foundation

There is likely no change in what their contribution is. And depending on existing culture – more or less change in the individuals independence to deliver value as they see best.

The change is more in mindset and how we see ourselves. A change from push to pull – moving people creating the outcomes closer to collaborating directly with customers.

An organism with purpose and foundation

We now have a more complete and meaningful view of the business. The main partners and influences that drives how we conduct our business.

Focused on creating valuable Outcomes for our customers. Guided by our own, our customers and business partners individual Cultures. Having ownership of the Efforts we make and how best to deliver value. Working closely with our business partners to secure the best Input for our products and services. And with a secure Foundation from experienced managers and leaders to build on.

Outcome – Culture – Effort – Input – Foundation

Simple yet transformative change

We move from a traditional org chart.

To a view that reflects the modern organisations interactions. Integrated and interlinked with the outside world. Where business processes are increasingly outsourced, co-created, with crowd sourced design and living across continents and cultures.

A living image of the organism the individual is part of creating and nurturing. A place where people feel they belong, and understand the value they add.

Outcome – Culture – Effort – Input – Foundation

Your business is an organism, and should be understood as such.

Niwa : Outcome, Culture, Effort, Input. Foundation

And with a simple, repeatable structure – we can describe any business function and system involved in the creation of valuable outcomes. Described here =>

Employee’s view

As an employee you have an overview of the processes you are part of, your value add. etc.

Manager’s view

As a manager and leader. You have an overview of the processes you are supporting and have responsibility for, your value add. etc.

Org analysis

Change Management

Looking at all the interactions and influences a business deals with in its entirety. Illustrates the complexity, show patterns, key infliction points and bottlenecks for process analysis.