Up The Organization: Systems, Design & Change Management

Holistic approach to help you cope with the Future of Work, no matter if you are an Entrepreneur, Leader or New Manager

What you'll learn

Application of McKinsey's 7S framework in practice

Application of Mintzbertg's organizational configurations in practice

How different factors influence Organizational Design, and consequently - how to Up the Organization

How to lead a Change Management Process

Have a solid understanding on how to cope with challenges affecting the Future of Work

Requirements

Being curious about organizations, and how to lead and facilitate change in your organization

Description

This course is approaching a company from three perspectives:- McKinsey’s 7S framework, meaning looking deeply at Strategy, Structure, Systems, leadership Style, Staff, Skills, and Shared values (or Corporate Culture); next- Mintzberg’s configurations – meaning by looking which cluster of employees dominates in a company (either Strategic apex, Mid-Line, Techno-structure, Operating core, or Support staff), we can recognize the following typical structures: Simple, Machine Bureaucracy, Professional Bureaucracy, Adhocracy, and Divisional structure. And, each configuration has its own specifics that we, for sure, are going to explain here; and- Context in which company operates, including traditional factors like size, stage of development, complexity of environment, etc. plus contemporary factors like “Uberization of economy, raising GIG culture, impact of AI, and similar;Since this is a huge task – we have structured the course around 7 core sections, each explaining one of McKinsey’s 7S elements. Within each section (or element), we are going to compare all 5 Mintzberg’s configurations – for example, from perspective of a Strategy, applied Leadership style, needed managerial Systems to be better run, and similar – we will explain how each configuration is designed to answer that challenge. Through these distinctions – you will better understand your possibilities, either you are an entrepreneur, business leader, or a new manager. Additionally, we are going to incorporate talks about traditional factors within discussion about the configurations, while to add at each section an interesting topic relevant for the mentioned contemporary factors – distributed where we believe it fits the best.For example, “Uberization” of economy and raising GIG culture is placed within Structure section, since it’s dealing with a business model you are applying. Or, within Styles, we are going to launch talks about Remote and Hybrid work as your leadership challenge.Finally, we are going to give you hints regarding Change Management (as 8th Section) since all upcoming challenges will force you to think how to “up the organization”.And, here and there, we are going to share with you some interesting reads or video clips to watch.Additionally, we want to believe that you are going to love our video format based on drawings – playing with images, symbols, provocative messages and similar – their purpose is to keep your attention and provoke your thinking – meaning you don’t have to agree with me all the time. Yet, if you find this format as not suitable for you – within Resources Section – you can find PDF file covering the entire course. However, we believe it will rather serve you as a reminder, or to write down your own comments for later on.Of course – before we start – we have to explain some basic terminology and methodology in use – that’s why the next three videos are pretty much elementary – explaining McKinsey’s 7S framework, Mintzberg’s configurations, and factors. If you are familiar with Mintzberg’s work, maybe even Structure section will be a warm-up for you. Yet, after that, we are really going to speed up!I really hope you are going to enjoy the course!

Overview

Section 1: Introduction

Lecture 1 Introduction: Navigating course structure & your expectations

Lecture 2 Perspective 1: McKinsey’s 7S framework

Lecture 3 Perspective 2: Mintzberg’s 5 organizational components

Lecture 4 Perspective 3: Understanding Context influences

Section 2: Structure

Lecture 5 Structure - Introduction

Lecture 6 A, B, C, D of organizational structuring

Lecture 7 Simple Structure (Personal Enterprise)

Lecture 8 Machine Bureaucracy (Programmed Machine)

Lecture 9 Professional Bureaucracy (Professional Assembly)

Lecture 10 Divisional Structure

Lecture 11 Adhocracy (Project-based organization)

Lecture 12 “Uberization” of economy and raising GIG culture

Section 3: Strategy

Lecture 13 Strategy - Introduction

Lecture 14 Strategy at Simple structure

Lecture 15 Strategy at Machine Bureaucracy

Lecture 16 Strategy at Professional Bureaucracy

Lecture 17 Strategy at Divisional structure

Lecture 18 Strategy at Adhocracy

Lecture 19 Building capabilities to shift from offline to online operations – Gambling case

Section 4: Systems

Lecture 20 Systems - Introduction

Lecture 21 The most common managerial tools – traditional perspective

Lecture 22 Systems at Simple structure

Lecture 23 Systems at Machine Bureaucracy

Lecture 24 Systems at Professional Bureaucracy

Lecture 25 Systems at Divisional structure

Lecture 26 Systems at Adhocracy

Lecture 27 New organizational challenges fueled by AI and other trends

Section 5: Style

Lecture 28 Style - Introduction

Lecture 29 Applying different Leadership styles

Lecture 30 Styles at Simple structure

Lecture 31 Styles at Machine Bureaucracy

Lecture 32 Styles at Professional Bureaucracy

Lecture 33 Styles at Divisional structure

Lecture 34 Styles at Adhocracy

Lecture 35 Leadership challenge: Remote and Hybrid work

Section 6: Staff

Lecture 36 Staff - Introduction

Lecture 37 Exploring followership – other side of the leadership coin

Lecture 38 Staff at Simple structure

Lecture 39 Staff at Machine Bureaucracy

Lecture 40 Staff at Professional Bureaucracy

Lecture 41 Staff at Divisional structure

Lecture 42 Staff at Adhocracy

Lecture 43 “The Big Resignation” challenge

Section 7: Skills

Lecture 44 Skills - Introduction

Lecture 45 Skills, technology and need for delegation

Lecture 46 Skills at Simple structure

Lecture 47 Skills at Machine Bureaucracy

Lecture 48 Skills at Professional Bureaucracy

Lecture 49 Skills at Divisional structure

Lecture 50 Skills at Adhocracy

Lecture 51 University degree is losing the impact?

Section 8: Shared values

Lecture 52 Shared values - Introduction

Lecture 53 Dynamic approach to understanding corporate culture

Lecture 54 Culture at Simple structure

Lecture 55 Culture at Machine Bureaucracy

Lecture 56 Culture at Professional Bureaucracy

Lecture 57 Culture at Divisional structure

Lecture 58 Culture at Adhocracy

Section 9: Change Management

Lecture 59 Change Management - Introduction

Lecture 60 Navigating Change Management process

Lecture 61 How to hook them?

Section 10: Conclusion

Lecture 62 Conclusion

Entrepreneurs on how to Up their own organizations,Business Leaders and New Managers on how to navigate change process in their companies,All other people interested how to cope with a Future of Work, from an organizational standpoint