Leader as Designer

Organization designers are purpose-driven leaders who are dissatisfied with their organizations and motivated to change them. They are found at all levels in the organization and are in a position to change how work is accomplished and decisions are made, or they influence leaders who hold such positions. While most managers are trained to optimize the existing resources and individual functions of the organization, they often lack the knowledge, skills, and abilities necessary to redesign the organization as an integrated system of interdependent activities and decisions. This frequently leads to the adoption of management fads and quick fixes that rarely yield lasting results. 

Organization design is inherently a cross-functional, multidisciplinary activity that requires both a broad understanding of the organizational systems and in-depth knowledge of the particular system being designed. This requires a collaborative, diverse team of designers. As Gary Hamel noted, “What is lacking is not insightful analysis, but truly bold and imaginative alternatives to the management status quo—and an army of innovators who have the stamina to reinvent management from the ground up” (Hamel, 2007, p. 40). In many instances, the design team will be comprised of people who typically have other duties within the organization. Consequently, they will need leadership, coaching, and facilitation to work effectively as a creative design team.  

Successful leaders share many common attitudes and motivations, such as being goal-oriented, interested in people, and convinced by doing, among others. However, several attitudes and motivations distinguish leaders who are organization designers from other successful leaders (Larson et al., 2012). They are never satisfied, employing systems thinking, fact-based approaches, reflection, collaboration, and persistence to continuously redesign their organization to be relevant in an ever-changing world. In addition, they have a deep understanding of what it is like to be the people they lead and serve. 

They’re always looking to improve things. 

Organization designers are never satisfied with the status quo or merely settle for “good enough” and have an ongoing need to drive continuous evolution and improvement. They seek breakthrough opportunities and innovative ways to leap beyond their competitors in the industry. They possess a global perspective, are curious and open-minded, and have a growth mindset. 

They see the big picture.

Designers focus on designing aligned and integrated activities and decisions throughout the organization to improve the flow of value and enhance performance across a comprehensive set of metrics. They view the organization as a dynamic, interdependent system comprising internal elements, such as people, processes, policies, strategies, and decisions, as well as the external ecosystem, including the supply chain, communities, and the natural environment. 

They’re into facts and empirical evidence. 

Organization designers combine the best from academia and practice to inform their designs. They are highly motivated to work with data and information from credible research rather than mere appearances and beliefs. Designers research and learn from other organizations to identify practices, tools, techniques, and technologies to inspire their innovative custom designs. 

They learn from the past.

Designers learn from the past what works, what doesn’t, and under what conditions to design better organizations for today and the future. They are lifelong learners who think deeply and utilize historical performance trends and experiences to inform their decisions and drive effective strategies. They understand that learning drives innovation and sustainable value. 

They’re team players. 

Designers value diverse perspectives and balance inquiry and advocacy to engage others in developing the why, what, and how to change, resulting in innovative solutions and increased “buy-in” for the change or modifications. They are confident but do not think they have all the answers and have a low need for sole responsibility. 

They don’t give up.

Designers strive to make the organization the best it can be and do not tolerate behaviors that contradict its goals and values. They do not permit behavior inconsistent with the organization's purpose and values. They are decisive and tenacious and can sometimes be demanding when it comes to organization design and performance. 

They get what it is like to be everyone else. 

Designers strive to view things from all angles and determine how the organization can benefit everyone involved, not just a select few. They consider trade-offs to be a failure of imagination and look for ways to create value for all stakeholders. 

“Successful leaders in the future will have to become architects of enduring organizations by designing systems that create sustainable results for multiple stakeholders” (Latham, 2012, p. 7). 

Leading a modern organization in a constantly changing world is challenging and uncertain. Some change initiatives fail to achieve their objectives because leaders fail to set an example and personally lead the way. The first step in the journey is for leaders to begin with themselves. As Gandhi proposed, you must become the change you want to see in the organization. Only then will you be credible. The good news is that even if you lack these attitudes and motivations, you can adopt them and learn to become a successful organization designer. 

References

Hamel, G. (2007). The future of management. Harvard Business School Press.

Larson, M., Latham, J. R., Appleby, C. A., & Harshman, C. L. (2012). CEO attitudes and motivations: Are they different for high-performing organizations? Quality Management Journal, 19(4). https://doi.org/10.1080/10686967.2012.11918083 

Latham, J. R. (2012). Management system design for sustainable excellence: Framework, practices and considerations. Quality Management Journal 19(2). https://doi.org/10.1080/10686967.2012.11918342