Chapter 3 Section 3 Building a Real Life Organisation

In Chapter 3, Section 3, we start by recapping the first two sections of chapter 3. Starting with the disconnect between upper management and the front line teams. How this is caused by the false management assumptions that the future is predictable and plannable, and that people cannot be trusted. The traffic lights versus roundabouts analogy of Bjarte Bogsnes from Beyond Budgeting which explains different management approaches. This all leads to the mess created when frameworks such as Agile are applied on top of traditional structures.
Next we show how to build the organisational structure needed to support frameworks such as Agile, Lean Thinking, Team Topologies, etc. To do this we introduce the building blocks we will be using, Requisite Organisation - Stratum Theory, Viable System Model, Vertical Development, Team Topologies and Beyond Budgeting. We explain how these frameworks fit together in a recursive structure and then use Team Topologies to build out our real life organisation. We test the real life organisation by showing how it enables Beyond Budgeting's Leadership Principles and Management Processes.
Chapter 3 closes out the first part of Unlocking Change the BookCast. We provide a quick review of all three chapters. We share that the next part covers how the lessons learned, and the Integral Map for Organisation, can be applied to our everyday life situations starting with how to Go to Market in Asia Pacific and the debate over Working from Home.