An experimental approach to structure. What might be possible?
Chris Power
Working with businesses and senior leaders to successfully navigate the inflection points they're facing. Executive Coach | Team + Strategy Development Facilitator |
Quite a few of the leaders I’m working with are in the midst of implementing new structures in their teams or organisations. A common theme that’s emerging?is the immense pressure to get the structure just right. There's often a sense that you only have one shot, and that the structure must land perfectly from the get-go.?
But here's an idea I explored with one of the leaders:?What if we approached structure differently? Instead of striving to create the perfect structure, what if we embraced a temporary structure—one that fits the current moment and can evolve as needed?
By thinking of structure as fluid rather than fixed, we might avoid overcomplicating things and instead create something more adaptable, more responsive to the actual needs of the business as they unfold.
I get that this is potentially disastrous in some people’s minds – makes me nervous in writing about it given the potential pushback from some leaders. So what are the pros and cons of such an approach? On one hand, it offers flexibility and the ability to pivot as the organization grows and changes. On the other, it might lead to a lack of stability or clarity for teams navigating these shifts oh and a whole lot of paperwork if you’re systemically not geared for flexibility.
My sense is that what makes this approach possible is the culture you focus on creating before you begin thinking about restructuring.?Every team and business is different so agility and flexibility and the ability to experiment, shape and reshape will land differently. Keeping focussed on the vision and ensuring everyone is clear on what they’re aiming for and what’s required of them is critical to this conversation too.
Food for thought and I’d love to hear what you see as the potential benefits or drawbacks of adopting a more flexible, evolving approach to organisational structure.?
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'Think left and think right and think low and think high. Oh the things you can think up, if you only try' Dr Seuss. Committed to the possible. Executive Leader.
5 个月Completely agree Chris Power - ?? insights. Holding onto a set structure, restricts potential (and creativity).
Strategy & Change Executive | Leadership Aligner | Digital Enablement Leader | Collegial Board Director
6 个月I’ve been coaching some of my own leaders to do exactly this for two years in some areas. It was particularly necessary in the two years after the peak of Covid as people at all levels moved around. Inderstanding your article is about senior leaders, I think standing up teams more frequently is going to be a key skill at all levels. Particularly in service driven models like aged care and hospital services where the rotation of staff increasingly challenges quality. A perfect structure is less important than being able to team up and work effectively for short bursts while the context changes around us.
Global Corporate Property Strategist | Change Agent | Collaborator
6 个月Love the idea. The team has to be culturally inclined/enthused/able/versatile enough to re-apply their skills in new ways over different areas of the business & there would need to be leadership commitment that the number of staff & budget doesn’t reduce.
Marketing ??Strategy ??Communications ??Campaigns
6 个月Totally agree Chris Power - I’m with you on this. I see it work well with a number of my clients, however the ‘conditioning’ is apparent and an intentional move to shift this thinking for a new way - for what is right for now - is very much part of the process.