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Organizational Resilience
The document discusses organizational resilience, outlining its evolution through five phases: preventive control, mindful action, performance optimization, adaptive innovation, and paradoxical thinking. It emphasizes the importance of flexibility, consistency, and a culture of experimentation within organizations to thrive in dynamic environments. Additionally, it touches on governance models that encourage data democratization and align team objectives with organizational goals.
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Organizational Resilience
- 1. O R GA N I S AT I O N A L R E S I L I E N C E D E S I G N Y O U R O R G A N I S AT I O N S T O F L O U R I S H N O T M E R E LY S U R V I V E Naresh Jain @nashjain https://xnsio.com #OrgResilience
- 2. Name a fewsuccessful companies that impact you every single day?
- 3. Will the successof these companies last for ever? Why not?
- 4.
- 9. Adaptive Change Cyclein the Automobile Industry
- 13. Every FewYears wego through The Adaptive Change Cycle
- 14.
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- 24. D E FI N E O R G A N I S AT I O N A L R E S I L I E N C Y TA K E A M I N - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
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- 27. W H ATM A K E S A N O R G A N I S AT I O N R E S I L I E N T ? TA K E 2 M I N S - P L E A S E W R I T E D O W N Y O U R T H O U G H T S
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- 30. How organisational resilience itselfhas evolved?
- 31. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 32. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 33. 5 P HA S E S O F H O W O R H A S E V O LV E D 1. Preventive Control 2. Mindful Action 3. Performance Optimisation 4. Adaptive Innovation 5. Paradoxical Thinking
- 34. How does thishelp?
- 35. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 36. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 37. D E FE N S I V E V S . P R O G R E S S I V E Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse
- 38. C O NS I S T E N C Y V S . F L E X I B I L I T Y FlexibilityConsistency Process Driven Output-centric People Driven Outcome-centric
- 39. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric
- 40. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper
- 41. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying Adapted from Professor David Denyer’s Organisational Resilience research paper
- 42. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting Adapted from Professor David Denyer’s Organisational Resilience research paper
- 43. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding Adapted from Professor David Denyer’s Organisational Resilience research paper
- 44. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric PREVENTATIVE CONTROL Monitoring and complying PERFORMANCE OPTIMIZATION Improving and exploiting MINDFUL ACTION Noticing and responding ADAPTIVE INNOVATION Imagining and creating Adapted from Professor David Denyer’s Organisational Resilience research paper
- 45. T E NS I O N Q U A D R A N T FlexibilityConsistency Progressive Defensive Making things happen - Opportunistic Stopping bad things happen - Risk Averse Process Driven Output-centric People Driven Outcome-centric Adapted from Professor David Denyer’s Organisational Resilience research paper Performance Optimisation Adaptive Innovation Mindful ActionPreventative Control PA R A D O X I C A L T H I N K I N G - O R G A N I S AT I O N A L R E S I L I E N C E
- 46. Can Plan-Do-Check-Act approach workin highly dynamic environments?
- 47. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 48. Src: Professor DavidDenyer’s Organisational Resilience research paper
- 49. F O RE S I G H T M E T H O D O L O G Y • Foresight • Insight • Oversight • Hindsight
- 50. L E T’ S T I E T H I S B A C K
- 51. O R GA N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S
- 52. O R GA N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P F I N A N C E S A L E S M A R K E T I N G A C C O U N T S P R O D U C T P R O D U C T M A N A G E M E N T D E S I G N C U S T O M E R I N S I G H T S P E O P L E L & D H R O P E R AT I O N S E N G I N E E R I N G A N D R O I D i O S S E R V E R T E S T I N G R E L E A S E M A N A G E M E N T O P S Is this resilient?
- 53. N E WO R G A N I S AT I O N A L S T R U C T U R E E X E C U T I V E L E A D E R S H I P VA L U E T E A M L E A D E R S H I P C I R C L E VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M VA L U E T E A M
- 54. VA L UE T E A M S
- 55. VA L UE T E A M S • Focus on end-to-end user value ownership & delivery
- 56. VA L UE T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources
- 57. VA L UE T E A M S • Focus on end-to-end user value ownership & delivery • Self-contained - No shared resources • More anti-fragile
- 58. O b je c t i v e A n d K e y R e s u l t s
- 59. O b je c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR
- 60. O b je c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up)
- 61. O b je c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals)
- 62. O b je c t i v e A n d K e y R e s u l t s • Convert desired outcomes to OKR • Start with Org. level with OKR (not ground up) • Use the same OKR at BU/LOB to Team Level (not individuals) • Measure teams using the same KRs (apples-to-apples comparison)
- 63. S I MP L E G O V E R N A N C E M O D E L
- 64. S I MP L E G O V E R N A N C E M O D E L • Democratise Data
- 65. S I MP L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell
- 66. S I MP L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review
- 67. S I MP L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding
- 68. S I MP L E G O V E R N A N C E M O D E L • Democratise Data • Monthly evidence-based show-and-tell • Quarterly review • High-performing teams can ask for more funding • Low-performing teams are dismantled and find new teams (market place)
- 69. T H IS H E L P E D U S B U I L D A C U LT U R E O F • User-first Thinking • Aligned Autonomy • To De-risk Ourselves (safe-fail experimentation)
- 70. R E CA P
- 71. R E CA P 1. Preventive Control - XP, CD
- 72. R E CA P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy
- 73. R E CA P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights
- 74. R E CA P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery
- 75. R E CA P 1. Preventive Control - XP, CD 2. Mindful Action - Aligned Autonomy 3. Performance Optimisation - Safe-fail experimentation with Data Analyst and Customer Insights 4. Adaptive Innovation - Dual Track, Collaborative User Research and Product Discovery 5. Paradoxical Thinking - Structuring team for End-to-End Value Ownership
- 76. L A ST Y E A R W E S H I P P E D 1 0 7 F E AT U R E S !
- 77. L A ST Y E A R W E S H I P P E D 1 0 7 F E AT U R E S ! T H I S Y E A R , W E O N LY S H I P P E D 8 F E AT U R E S T O A L L O F O U R U S E R S
- 78. E M AI L F R O M T H E F O U N D E R “I know a few of you have doubts about how much progress we have made this year. That feeling exists because we have only shipped 8 features. So we don’t have what I call the illusion of progress. Highlights • 30 Day Retention is ~2x up • High Engagement Bucket is ~2x up • % of MAU using the product for >12 days in a month is 50% up”
- 79. T H AN K Y O U ! Q U E S T I O N S ? Naresh Jain @nashjain https://xnsio.com