Professor Geert Van Hootegem (University of Leuven) presents his view on Total Workplace Innovation. ODAM2014.

1. TOTAL WORKPLACE INNOVATION
The paradigm that will change the
organisation
ODAM 17th-20th August 2014
NES Copenhagen, Denmark
2014 Prof. dr. Geert Van Hootegem

2. Some observations
• Big bang: not observed;
• SME’sation: not observed;
• Market instead of organisation: not observed;
• Break down of employment relationship as dominant
economic coordination mechanism: not observed;
• Flattening hierarchies: not observed;
• Functional organising: even more dominant then ever
before
o AND WE KNOW IT AS A WORKER, A CUSTOMER, A
CITIZEN, … HUMAN FACTORS RESEARCHER

3. THE BUREAUCRACY

4. SPECIALISATION AND LACK
OF JOB CONTROL

5. THE UMBRELLA
SYNDROME

6. SILO
THINKING

7. FLEXIBILITY & AGILITY

8. Organisational Failure

9. “(…) organisations are still so imperfectly
designed and our ignorance about them is so
great that forms of malfunctioning and the
suffering which results from it are ubiquitous
and are widely accepted as normal and
unavoidable.”
(Elias and Scotson, 1965)

13. IN
put
OUT
put
Transformation

14. HUGE WORKFORCE
+
LOW SKILLED
WORKFORCE
IN
put
OUT
put
Transformation

15. IN
put
LOTS OF WORKFORCE
+
LOW SKILLED WORKFORCE

16. OUT
put
DESIRED
+
Non DESIRED: inequality,
disease and ecological
footprint

17. Volatility
Uncertainty
Complexity
Ambiguity

18. Performance Requirements
Question
driven Flexibility
1960 Efficiency
Offer
driven
Efficiency
Quality
+
1970
Customer
friendliness
Flexibility
+
Quality
1980
Flexibility
Efficiency
Innovativity
+
Quality
1990
Efficiency
Service
Sustainibility
+ Innovativity
Flexibility
Quality
2000
Customer
driven
Quality
Efficiency
Innovativity
Workability
+
2010
Service
Sustainibility
Efficiency
Employee
driven

20. EUROPEES PERSPECTIEF

21. Specs for
New Organisational Design Theory
• Integral view
• (New) Theory based
• TWIN for TWINS:
o Organisational Performance + QWL
• VUCA-proof
• Declining Labour market:
o Highly skilled workers
o Diverse workforce (esp. multigenerational)
o Making voice
• Sustainable in a global competing economy

22. Transformation IN
put
OUT
put

23. Need for integral view
PEOPLE
CULTURE
STRUCTURE
SYSTEMS

24. QUALITY OF THE
ORGANISATION
PEOPLE
Need for integral view
CULTURE
STRUCTURE
QUALITY OF
WORKING LIFE
SYSTEMS
LEADERSHIP
STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS

25. PEOPLE
Need for integral view (2)
CULTURE
STRUCTURE
SYSTEMS
QUALITY OF THE
ORGANISATION
QUALITY OF
WORKING LIFE
LEADERSHIP
STRATEGY, MISSION, VISION, PERFORMANCE REQUIREMENTS

26. 26
MST perspective on organisations
& their environment
Technology production
Work
organisation
Workplaces
organisation
Membershiprelations
Discipline
Allocation
Industrial Relations

27. PRODUCTION
OR
€/$
SUPPORT
PREPARATION
CONTROL
STRATEGIC
INNOVATION
STRUCTURAL
IMPROVEMENT
OPERATIONAL
CONTROL
PARALLELISATION
& HOMOGENISATION
OF ORDER FLOWS
PARALLELISATION
& SEGMENTATION
GROUPING OF
TASKS AND
FUNCTIONS WITHIN
THE TEAM
System Design
Process Mapping = boundaries N+1
Mission, Vision,Strategy, Performance requirements

28. 28
MST perspective on organisations
& their environment
Technology production
Work
organisation
Workplaces
organisation
Membershiprelations
Discipline
Allocation
Industrial Relations

29. PEOPLE
CULTURE
STRUCTURE
SYSTEMS
QUALITY OF THE
ORGANISATION
QUALITY OF
WORKING LIFE
VUCA
VOLATILITY – UNCERTAINTY – COMPLEXITY - AMBIGUITY
LEADERSHIP
STRATEGY, MISSION, VISION PERFORMANCE REQUIREMENTS

30. SYSTEMS
• First designing the structure, then systems
o ICT
o Architectural
o HRM
o …
• Integrate lean thinking and be aware of 8.5 forms of waste

31. Principles of TWIN
• Boundary Management (insourcing!)
• Shift the Silo’s and the result is …
• Multidisciplinary teams responsible for a whole stream of
orders (objects, patients, students, …) with a high
intradependency and low interdependency
• A bundle of operations to be performed by a group of
people is the basic element of the organisation (and NOT a
function)
• By default: processes can be different even if standardized
(Striving for balance by asymmetry by design)
o On behalf of customer requirements
o On behalf of workforce diversity

32. Principles of TWIN (2)
• Preparing and supporting functions decentral by default
using the UNLESS-technique or principle
• Governance structure is designed
o As latest step in the design process
o Bottom up
• Workforce Mobility as assignment
• Lateral functions or requirements like safety, health,
innovation, learning, etc. are locked in daily operation
routines, just like TOTAL QUALITITY PRODUCTION
• … TOTAL WORKPLACE INNOVATION

33. OLD
DAYS
NEW DESIGN, OLD FOUNDATIONS
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line

35. OLD
DAYS
NEW DESIGN, OLD FOUNDATIONS
TRANSITION
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line
Goals = sustainability + €
Japanese Just
in Time
US Human
Relation School
Group Dynamic
Wisdom
Bifurcation
Goals = €

37. OLD
DAYS
NEW DESIGN, OLD FOUNDATIONS
TRANSITION
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line
Goals = sustainability + €
E. Trist Socio-Technical
Industrial
Democracy
Japanese Just
in Time
Movement
US Human
Relation School
Group Dynamic
Wisdom
Scand.
Socio-
Technical II
Goals = €
Bifurcation

39. OLD
DAYS
NEW DESIGN, OLD FOUNDATIONS
TRANSITION
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line
Goals = Sustainability + €
E. Trist Socio-Technical
Industrial
Democracy
Japanese Just
in Time
Movement
US Human
Relation School
Group Dynamic
Wisdom
Scand.
Socio-
Technical II
Bifurcation
Lean Production
Reengeneering
Goals = €

41. OLD
DAYS
TRANSITION NEW WORLD
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line
Goals = sustainability + €
E. Trist Socio-Technical
Industrial
Democracy
Japanese Just
in Time
Movement
US Human
Relation School
Group Dynamic
Wisdom
Scand.
Socio-
Technical II
Reflexive
Production
MST
Lowlands
Conducive
Production
Bifurcation
Lean Production
New Goal Structure
Reengeneering
Goals = €
Total
Workplace
Innovation
NEW DESIGN, OLD FOUNDATIONS

43. OLD
DAYS
TRANSITION NEW WORLD
Taylor
(scientific management)
A. Smith
Specialization
Labor
H. Ford Assembly Line
Goals = sustainability + €
E. Trist Socio-Technical
Industrial
Democracy
Japanese Just
in Time
Movement
US Human
Relation School
Group Dynamic
Wisdom
Scand.
Socio-
Technical II
Reflexive
Production
MST
Lowlands
Conducive
Production
Bifurcation
Lean Production
New Goal Structure
Reengeneering
Goals = €
Total
Workplace
Innovation
NEW DESIGN, OLD FOUNDATIONS

44. New Design, Old Foundations

45. Old Connections, New Movements
Invitation to the 2014 Meeting of the
Global Socio-Technical Systems Network
Montreal, Canada, September 17 to 20, 2014
The nature of work has changed drastically in the last few years.
Sponsored by:
To register and for more details: http://www.stsroundtable.com
Information and communication technologies
Globalization of commerce and manufacturing
The global financial crisis in Europe
Higher levels of education of people
The need for a balanced work life
The need for constant innovation
These are some of the main reasons why work has changed. As practioners
in the field of organizations, we know that changes to the way work is
organized and managed are essential for economic and social prosperity and
sustainability. We, the Ulbo de Sitter Institute (USI) and the Socio-Technical
Systems Roundtable, wish to create a series of online and face to face
discussions with practioners, academics, union leaders as well as private and
public enterprises that have similar aspirations. Our goal is to share and,
learn from each other on the best means to create and sustain healthy and
innovative organizations: Great Places to Work, Places that Work Great.
We wish to invite you to our Global Socio-Technical Systems Network
meeting on this theme in Montreal from September 17 to 20, 2014.
Our wish is that your participation in this conference begin in the next few
weeks through on line discussions on topics that deal with the realities of
current and forthcoming workplaces. We invite you to participate in co-creating
learning events to be held during the conference through ongoing
dialogues on changing workplace topics; mini-design teams will co-create
learning events for each conference. To participate, you are invited to go to
our website at www.stsroundtable.com.
We have identified five themes with
which to begin designing the
learning events for the conference:
1. CHANGING NATURE OF WORK
a) Work Context
What has changed and what
has not changed
Impact on workers - blue collar,
white collar, professional and
managers.
b) Voice of the worker
What can unions do?
Impact on unions
Time and place-independent
work
2. INFORMATION/COMMUNICATION
TECHNOLOGIES (ICT) FROM
DIFFERENT PERSPECTIVES:
impact on organization(s)
(design) and lessons for STS
3. DESIGNING HEALTHY
ORGANIZATIONS
Changing nature of organizations
Lateral or horizontal
coordination
Virtual collaboration
4. DESIGNING RELATIONS AMONG
ORGANIZATIONS [EXTENDED
ENTERPRISE]
Network organizations – private,
public or community based
Value realization networks
Distributed work
Horizontal intra-organizational
design
5. GLOBAL WORK INNOVATION
NETWORKS, AN ECOSYSTEM OF
NETWORKS (GLO.WIN)
Purpose/Name
Value proposition
Structure - including website
activation
Membership

47. Thank you for your
attention!
contact:
geert.vanhootegem@kuleuven.be
sam.pless@kuleuven.be