Hacking HR to Build an Adaptability Advantage

Tagged "centralisation"

leila-ljungberg's picture

We need to let go of the power to unleash the power. 

We often live in a marketdriven and short term focused business. Short term focus from management creates a traditional organizational behavior of keeping control and power of information locked up in fancy titles. Not allowing profitable long term...

By Leila Ljungberg on May 13, 2022
conor-moss's picture

Like other contributors centralisation is the enemy of adaptability, centralisation enables macro-level structures, networks and governance allowing top-down management to 'devolve trust'. Conversely, the same org factors create mistrust by smoothering the importance of relational, pyschological and social trust.

By Conor Moss on May 13, 2022

The main enemy of adaptability is the commonly used model of organization and the mindset that accompanies it. If you want that organizations work as machines you need:


- Conditioning                                        ...

By Agustin Jimenez on May 12, 2022
paula-aamli's picture

There's been lots of championing of decentralisation and multiplicity to create adaptability. Additionally and separately, I'd argue that what also stops an organisation being effectively adaptable is confusion as to what really matters in its activity and mission. Adaptability requires effort so we need to be excellent at knowing what...

By Paula Aamli on May 11, 2022
maria-padley's picture

Senior management holding too tightly onto the reins and not delegating decision-making authority.  This results in too many decisions having to go through too few people, who are subsequently too busy to really consider the impact of change.  If change is approved, it is slow to get started.  More likely,...

By Maria Padley on May 10, 2022
stephanie-sharma's picture

Organizational change efforts (formally since the late 1980's and early 1990's) intially were designed to implement changes into organizations from a top-down approach therefore reinforcing a key barrier to adabtability: hierarchy-based and senior manager/sponsor lead approaches to change. Company cultures developed based on this expected and designed flow of organizational...

senior management perpetuates the structure. It works in a closed environment. "We ever did like that" or "why do we need to change / challenge"

Not open to a communication from bottom to top, despite the blahblahblah about 360° and other tools.

By Mina Goldfays on May 9, 2022

Centralisation of decision making, L&D and HR processes, in the name of efficiency and cost control. Whilst undoubtedly this can reduce duplication, it does take the ability to adapt swiftly and accurately, too far away from the point where it is needed.

From an HR perspective; one fully engaged, commercial and...

By Sarah Tucker on May 9, 2022
gary-hamel's picture

In most organizations, senior executives dominate planning and resource allocation processes and therefore have disproportionate share of influence over key decisions.  Problem is, when you

By Gary Hamel on May 8, 2022