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Book details
  • Genre:BUSINESS & ECONOMICS
  • SubGenre:Business Communication / General
  • Language:English
  • Pages:118
  • Format:Hardcover
  • eBook ISBN:9781098319304
  • Hardcover ISBN:9781734175707

Death Of The Org Chart

Rise of the Organizational Graph

by Walt Brown View author's profile page

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Overview
Death of the Org Chart! Long Live the Org Graph! We believe the usefulness of the classic org chart has reached its limit. Modern day organizations are much more complicated than the reporting structures of old. Sure we still need to understand who we report to and what others in our organization look like, but, there is so much more. We are on a mission to include the Individual Contributor, to create an interactive visual solution that yields a level of Individual Contributor cognizance that will make you embarrassed if you are not running a company where everyone can answer these 14 things. Imagine the power of a new person starting with your firm being able to see how the answers to these 14 questions interrelate. I know the Purpose of my Job. I know what Positions or "Roles" I fill as part of my Job and I know the Purpose of each of these Positions. I know who I Report To. I know who I am Mentored By. I know who I turn to for Coaching in each of my Positions I know the Objectives I am pursuing and how they align with Co. Objectives. I know the Key Results I must hit to be doing a good job. I know what Teams I am Part Of and Why. I know what Meetings I Attend and Why. I know what Workflows my Job and Positions participate in. I know what Processes I follow and maintain as part of my Job and Positions. I know what Systems I login to and Why, and I know how to use them. I know what Entities (Clients, Projects, Contracts) I Interact with. I know what Skills I need now and in the future. We call the above 14 the Organizational Cognizance Model. When an individual can answer these 14 things they will be organizationally cognizant, not just aware. [Awareness is when you smell smoke, cognizance is when you know what you smell is the smoke from the cozy fireplace in the den vs an electrical fire in the wall.]
Description
Rumor has it that when business guru Peter Drucker was on his deathbed, someone asked him, what is the most important question in business? He supposedly replied, "Who is doing what?" Such a simple question and yet it has never been more difficult to answer. Obviously this query implies others. Even in Drucker's time, it could have been expanded to: "Who is doing what, with whom, for whom, how, and why?" These days, we must also add, "…using what software, on what platforms, as part of what teams, through what communication channels, after which meetings…" ad infinitum. Modern day business guru Dan Sullivan of Strategic Coach™ teaches entrepreneurs that the key to their time freedom and ultimate success is to think Who not How first. He couples this thinking with a tool he calls his Impact Filter that gives the Who a well thought out reason that the Who can intellectually and emotionally buy in to and figure out how to do it. The Who, in our model is the Individual Contributor who is moved toward cognizance via Sullivan's Impact Filter which basically outlines the Purpose of the Position the IC is getting ready to take on. The old question, like the classic Organizational Chart, gets to something vital, but in a way that misses the ever more complicated reality of 21st century organizations. Not only has "Who is doing what?" turned into an incredibly complex question, "What am I doing and why?" has become a painfully difficult one for workers to answer. My goal here is to provide an approach and a set of tools that allow both leaders and Individual Contributors (ICs) to answer these extended Drucker questions honestly and completely. My aim is fourfold: To help people understand organizational complexity – the messy complicated reality, not the neat simplicity portrayed in Org Charts. To provide a clear foundation for working within this complexity by supplementing your thinking with a 21scentury Organizational Cognizance Model. Introduce a software approach to augment your 2-D Org Chart with a dynamic, interactive 3-D Organizational Graph that allows one to capture and visualize the complex. Finally, to provide thinking tools and facilitation examples that help organizations get buy-in, build clarity, transparency, and, ultimately, "Organizational Cognizance" into their companies. What is Organizational Cognizance? As anyone familiar with the word "cognizance" might guess, it has lots to do with awareness and knowledge, but my use of the term also hearkens back to an earlier definition related to concepts of belonging and connectivity. In the days of knights and heraldry, a "cognizance" was a distinguishing mark or emblem worn by retainers, members of a noble house, to indicate their firm allegiance to it, a sign of their belief, a sign that they belonged, fit, and were connected. Organizational Cognizance is about building awareness and knowledge for Individual Contributors and helping them, their fellow team members, and leaders to understand precisely how they are connected to others and to the organization at a fine level, where they fit and how they belong. If we had to write an equation for Organizational Cognizance, it might read: Awareness + Knowledge + Connectivity = Organizational Cognizance Perspective: The Individual Contributor. A quick example will make the concept clear. Imagine yourself as a new employee, or Individual Contributor, starting at an organization, and you are presented with the company's Organizational Graph, based on the Organizational Cognizance Model. The Model is built around your Job and the Positions you hold in that Job. Individual Contributors wear various hats, and most Jobs include at least several Positions, as we'll explore in depth in Chapter 2. A Job called "Sales Associate," for example, might include a Customer Greeter Position, a Sales Consultant Position, a Sales Invoicing Position, a Market Feedback Position, and a Business Networking Position. On day one, the Organ
About the author

Working exclusively with senior leadership teams and since 2006, Walt has averaged more than 130 days a year sequestered in session rooms, facilitating Sr. leadership teams as they do the gutsy work of working on their organizations. 

His work focuses on diving deep with companies and non-profits, helping them create Cultural clarity and consistency, Structural clarity and consistency and Operational clarity and consistency. Death of the Org Chart captures his Structural clarity and consistency method.




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