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ORGANISATIONAL DEVELOPMENT


SIMPLE – RIGHT?


Where HR goes with big ideas in people management, global mobility tends to follow. So, here’s the latest proposition from the realm of organisational transformation presented by Dr Yves Morieux of Boston Consulting Group – the days of over-complicated strategic alignment are over, long live simplicity! Ruth Holmes reports.


O rganisational sociologist and


corporate transformation expert Dr Yves Morieux, currently Dubai-


based as director of the Boston Consulting Group’s Institute for Organization, delivered this thought-provoking idea at the CIPD’s annual conference in Manchester. At its heart is the evidence-based


conclusion that aligning organisational structures and processes won’t always result in their intended consequences in this age of complexity. Managerial and team overload frustrates engagement and productivity, and is leading to a downward spiral of organisational, team and individual performance.


A simple approach to complexity Dr Morieux introduced his


ideas on


Smart Simplicity and how to create the structural and the behavioural groundwork for competitive change within the CIPD conference’s overarching themes of trust, inclusion and evidence-based solutions to human resources and people development. Based on his own extensive research, and


designed in cooperation with over 500 BCG clients in different regions and industries, Smart Simplicity has been adopted by organisations including French rail operator, SNCF. His conceptualisation of the issues facing organisations offers six “smart rules” for better managing the new business complexity while avoiding organisational complications.


SIX SIMPLE RULES FOR OVERCOMING COMPLEXITY


(paraphrased from http://bit.ly/sixsimplerules and http://bit.ly/whymanagersneedsixsimplerules)


The first three help to create the conditions for individual empowerment


1. Understand what your people and co-workers do by tracing performance back to behaviours and goals


2. Reinforce integrators – those who make a positive difference to the work of others


3.


Increase the total quantity of power when creating new roles by adding new tools simultaneously – people delivering a service are often those who see the problem and the solution, but often least able to help resolve it


These next three encourage people to face complexity and work co-operatively


4.


Increase reciprocity so everyone’s success depends on everyone else’s


5. Extend the shadow of the future by tightening and speeding up feedback loops so people can see easily the consequences of their behaviour and decisions


6. Reward those who co-operate and penalise those who don’t


26 | Relocate | January 2019


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