1. TOTAL WORKPLACE INNOVATION The paradigm that will change the organisation ODAM 17 th -20 th August 2014 NES Copenhagen, Denmark 2014 Prof. dr. Geert Van Hootegem

2. Some observations Big bang: not observed; SME’sation: not observed; Market instead of organisation: not observed; Break down of employment relationship as dominant economic coordination mechanism: not observed; Flattening hierarchies: not observed; Functional organising: even more dominant then ever before o AND WE KNOW IT AS A WORKER, A CUSTOMER, A CITIZEN, … HUMAN FACTORS RESEARCHER

3. THE BUREAUCRACY

4. SPECIALISATION AND LACK OF JOB CONTROL

5. THE UMBRELLA SYNDROME

6. SILO THINKING

7. FLEXIBILITY & AGILITY

8. Organisational Failure

9. “(…) organisations are still so imperfectly designed and our ignorance about them is so great that forms of malfunctioning and the suffering which results from it are ubiquitous and are widely accepted as normal and unavoidable.” (Elias and Scotson, 1965)

13. IN put IN put OUT put OUT put Transformation

14. IN put IN put OUT put OUT put Transformation HUGE WORKFORCE + LOW SKILLED WORKFORCE

15. IN put IN put LOTS OF WORKFORCE + LOW SKILLED WORKFORCE OUT put OUT put DESIRED + Non DESIRED: inequality, disease and ecological footprint

16. Volatility Uncertainty Complexity Ambiguity

17. Efficiency 1960 Offer driven Efficiency Quality + 1970 Customer friendliness Flexibility + Quality 1980 Efficiency Question driven Flexibility Innovativity + Quality 1990 Efficiency Flexibility Service Sustainibility + Innovativity Quality 2000 Customer driven Efficiency Quality Flexibility Innovativity Workability + 2010 Service Sustainibility Efficiency Employee driven Performance Requirements

19. EUROPEES PERSPECTIEF

20. Specs for New Organisational Design Theory Integral view (New) Theory based TWIN for TWINS: o Organisational Performance + QWL VUCA-proof Declining Labour market: o Highly skilled workers o Diverse workforce (esp. multigenerational) o Making voice Sustainable in a global competing economy

21. Transformation IN put IN put OUT put OUT put

22. Need for integral view People Culture structure systems

23. PEOPLE CULTURE STRUCTURE SYSTEMS LEADERSHIP STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS QUALITY OF THE ORGANISATION QUALITY OF WORKING LIFE Need for integral view

24. People Culture structure systems QUALITY OF the ORGanisation QUALITY OF WORKING LIFE Need for integral view (2) LEADERSHIP STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS

25. 25 Workplaces Membershiprelations Technology production organisation Work organisation Discipline Allocation Industrial Relations MST perspective on organisations & their environment

26. PRODUCTION OR €/$ SUPPORT PREPARATION CONTROL STRATEGIC INNOVATION STRUCTURAL IMPROVEMENT OPERATIONAL CONTROL GROUPING OF TASKS AND FUNCTIONS WITHIN THE TEAM PARALLELISATION & SEGMENTATION PARALLELISATION & HOMOGENISATION OF ORDER FLOWS System Design Process Mapping = boundaries N+1 Mission, Vision,Strategy, Performance requirements

27. 27 Workplaces Membershiprelations Technology production organisation Work organisation Discipline Allocation Industrial Relations MST perspective on organisations & their environment

28. People Culture structure systems QUALITY OF the ORGanisation QUALITY OF WORKING LIFE VUCA Volatility – Uncertainty – Complexity - ambiguity leadership Strategy, mission, vision performance requirements

29. SYSTEMS First designing the structure, then systems o ICT o Architectural o HRM o … Integrate lean thinking and be aware of 8.5 forms of waste

30. Principles of TWIN Boundary Management (insourcing!) Shift the Silo’s and the result is … Multidisciplinary teams responsible for a whole stream of orders (objects, patients, students, …) with a high intradependency and low interdependency A bundle of operations to be performed by a group of people is the basic element of the organisation (and NOT a function) By default: processes can be different even if standardized (Striving for balance by asymmetry by design) o On behalf of customer requirements o On behalf of workforce diversity

31. Principles of TWIN (2) Preparing and supporting functions decentral by default using the UNLESS-technique or principle Governance structure is designed o As latest step in the design process o Bottom up Workforce Mobility as assignment Lateral functions or requirements like safety, health, innovation, learning, etc. are locked in daily operation routines, just like TOTAL QUALITITY PRODUCTION … TOTAL WORKPLACE INNOVATION

32. OLD DAYS Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line NEW DESIGN, OLD FOUNDATIONS

34. OLD DAYS TRANSITION Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line Japanese Just in Time Group Dynamic Wisdom US Human Relation School Bifurcation Goals = € NEW DESIGN, OLD FOUNDATIONS Goals = sustainability + €

36. OLD DAYS TRANSITION Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line Japanese Just in Time Group Dynamic Wisdom E. Trist Socio-Technical Movement Industrial Democracy US Human Relation School Scand. Socio- Technical II Goals = € Goals = sustainability + € NEW DESIGN, OLD FOUNDATIONS Bifurcation

38. OLD DAYS TRANSITION Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line Japanese Just in Time Group Dynamic Wisdom E. Trist Socio-Technical Movement Industrial Democracy US Human Relation School Scand. Socio- Technical II Bifurcation Lean Production Reengeneering Goals = € Goals = Sustainability + € NEW DESIGN, OLD FOUNDATIONS

40. OLD DAYS TRANSITION NEW WORLD Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line Japanese Just in Time Group Dynamic Wisdom E. Trist Socio-Technical Movement Industrial Democracy US Human Relation School Scand. Socio- Technical II MST Lowlands Conducive Production Bifurcation Lean Production Reflexive Production New Goal Structure Reengeneering Goals = € Goals = sustainability + € Total Workplace Innovation NEW DESIGN, OLD FOUNDATIONS

42. OLD DAYS TRANSITION NEW WORLD Taylor (scientific management) A. Smith Specialization Labor H. Ford Assembly Line Japanese Just in Time Group Dynamic Wisdom E. Trist Socio-Technical Movement Industrial Democracy US Human Relation School Scand. Socio- Technical II MST Lowlands Conducive Production Bifurcation Lean Production Reflexive Production New Goal Structure Reengeneering Goals = € Goals = sustainability + € Total Workplace Innovation NEW DESIGN, OLD FOUNDATIONS

43. New Design, Old Foundations

44. Old Connections, New Movements

46. Thank you for your attention! contact: geert.vanhootegem@kuleuven.be sam.pless@kuleuven.be