How to organise a system of work to maximise flow

Virtual Enablement series: Part 2

Previously we’ve explored how organisations can go about embedding adaptability into their DNA, by aligning ‘teams of teams’ with specific, tangible goals which are pertinent to their mission.

Once an organisation has settled upon how they will align and structure their teams, a good next step is to create a system of work which is tailored to maximise flow throughout their teams.

Why is a system of work important?

A ‘team of teams’ structure is only effective when it is delivering:

  • the ‘right work’…
  • …in the ‘right way’.

An iterative system of work is driven by the organisation’s sensing and shaping capability. It defines how the strategic objectives for the organisation will be set and how these are aligned down to team-level execution. In doing so, it gives teams confidence in, and visibility of, the alignment of their work with the broader organisational strategy.

Such a system of work supports the delivery of all required outcomes (BAU, change, etc.) and will enable a change in mindset driven by continuous customer feedback, measurement, and insights, empowering teams to do the right work in the right way.

What can a system of work look like?

The first step in designing a system of work is establishing the different organisational cadences of alignment. These may involve existing alignment sessions, such as annual strategy refresh meetings, as well as new opportunities for connection. The objective isn’t to create a barrage of meetings for the sake of it but rather to define a minimum viable cadence to ensure organisational alignment.

The following is an illustrative example of how this may work:

 

 

The establishment of four discrete alignment cadences – from strategy through to customer launch – will help to establish a more agile environment for an organisation’s high-performing virtual teams and leaders to thrive in. In doing so, it will yield longer-term benefits for the organisation, which can include increased speed-to-market, improved bottom-line results, elimination of waste, increased productivity, more engaged employees, and ultimately, an uplift in customer satisfaction.

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Authors

Jane Fitzgerald, Partner, Enterprise Agility Lead

Jane is a Partner in our Operations Transformation portfolio, specialising in operating model transformation. Jane is passionate about helping organisations optimise the way they deliver on their purpose, and has assisted a variety of local clients in transforming their operating models to improve customer experience and foster business growth. Jane views agility, lean, and human-centred design as critical tools to help organisations thrive in new ways of working.

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Riley Cahill, Analyst, Enterprise Agility

Riley is an Analyst in the Enterprise Agility and Operations Transformation portfolios, with experience supporting the delivery of agile transformations across a variety of sectors. With a background in finance, Riley specialises in the alignment of funding to adaptable outcomes.

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