Good tribal leadership brings high performance

I want to help you to grow your mindset and share my passion for impact. Thus, in this blog series I have hand-picked the bestselling publications and essential managerial tools. This enables you to make a sustainable renewal to your business and personal life. The goal of this first season is to build a common body of knowledge and starting platform for you. Depending on your experience with the subject matter, some of issues represented might be obvious to you. However, try to dig deeper and connect any missing dots for your benefit. By reading further you will:

  • save your scarce reading time on renewal, culture and the best performing teams
  • extend your leadership toolbox to support your business decisions
  • build your personal growth-mindset, required to excel as an evolutionary leader 

Building Thriving Organisations

The topics of discussion in this blog and the related vlog are based on the contents and insights of two books covering the topic of new ways of working. At the same time, they look at purpose, leadership and culture growth in an evolutionary way rather than a quick win or action.

The first book “Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization” by Logan, Kingand Fischer-Wright was published in June 2011, however, its insights and the large study together with findings are still relevant today. The second book referred to in this blog is a brand-new book “The Infinite Game” by Simon Sinek which is influencing many business leaders and thinkers globally. In his book he summarises, very well, the leaders’ role in current organisations:

“Today´s leaders are not responsible for results, but responsible for the people who creates results”.

In the Tribal Leadership book, a tribe is defined as a group of 20 to 150 people in the same organisation working together. In the book´s context a small company can be one tribe, bigger companies are tribes of tribes. The upper limit of 150 reflects the Dunbar´s number1 which is a suggested cognitive limit to the number of people with whom one can maintain stable social relationships – relationships in which an individual knows who each person is and how each person relates to every other person. Proponents assert that numbers larger than this generally require more restrictive rules, laws, and enforced norms to maintain a stable, cohesive group.

 

Low performing organisations

As the basis of the Tribal Leadership book there is an international long-term research with  7000 respondents from 12 organisations which has been going since 1997 and continued up until the update of the book a couple of years ago. The findings are that culture evolution can be described in five distinctive phases in terms of behaviours, relations to people and language used. Note that at an organisational level, the stage defined as the one where the majority of its individuals saw them presented.

In stage one an individual is undermining oneself, feels alienated from others and uses wordings like “life sucks”. According to the study, 2% of individuals belong to this stage. In stage two one feels as an apathetic victim sees themselves as separate from other people and uses words like “my life sucks”. In the research, 25% of people studied belonged to this category. Stage three is all about me, myself and I. These 49% of people are behaving like lone warriors. They are seeking personal domination. The talk about how great they are, and others are not. Stages 1-3 represented 74% of the people studied. However according to the findings, this majority of the current workforce were not happy in what they have achieved or are doing and also organisations where they acted were low performing.

 

High performing organisations

High performing stages were stages four (22% of respondents) and five (2%) respectively. Stage four is about behaviours, putting emphasis on tribal pride, “we are great language” and stable triad partnerships. These triad partnerships are more efficient and innovative three persons relationships without titles or hierarchy instead of typical dual boss – subordinate relationships where there is always risk present, if high trust has not been achieved. At stage five behaviour can be described as an innocent wonderment, the team is the smallest unit of relationships and people talk with terms like “Life is great”. At the end of the research in 2011, there were not so many high performing companies. However, when looking at the situation today, more and more successful organisations are heading towards the direction of stage five.  Good often quoted examples of these organisations such as Zappos, Burzoog and Southwest airlines. The key seems to be able to shift the group´s behaviours, relationships and language from stage 3 to higher levels to gain competitive advantage and success. When you have assessed your current situation and stage, how can you leverage your organisation from low performance stage 3, to higher performance stage 4?

 

Tribal leadership in action

As a tribal leader you can give your support to move your people from one cultural stage to another. There is no fast-track, or miracle. This must be done step by step, one person at a time. It starts from your willingness to change and grow your own mind-set. When ready:

  • You need to show that individual success will not be enough to move forward You can help the person concerned by conducting an appreciative inquiry with him/her to clarify your expectations.
  • You should assign individuals to projects that cannot be done alone. By doing so you show that you expect partnership creation and you encourage them to form successful triad relationships.
  • You should elevate successful internal role-models as good examples (”we” focus instead of “me” focus, evidence in creating triads, celebrating group´s success). Mostly it is about walking the talk.
  • You should have courage to drop your armour, normally with excuses of no time or blaming others for mistakes. You reveal your current behaviour for both good or bad.
  • You should put emphasis on storytelling and be honest about your own transformation learnings. When daring to show your own vulnerability, people will follow.
  • You should understand that real power comes from networks rather than knowledge. This is a growth mind-set coaching matter, no more.
  • You should be able to manage transparency. Concretely this is done to encourage your people to even, ”over communicate”, rather than thinking if something should be informed or not.

 

Evidencing tribal leadership success

When you want to move your organisation from stage three to stage four and take its organisational culture from low to high performing, how do you know you are on the right track? How can you be confident that there is progress towards better times and results? You will get insights just listening more actively your people. Some good findings and results present with most of the best performing groups are:

  • When the secret of success was discussed, the language changed from I to WE
  • People are forming TRIADS instead of DUAL relationships
  • More things seem to be done in less time which were evidenced in lower operational cost and better employee wellbeing
  • Negative communication around ”no time” and ”others fault” will stop
  • According to studies, there was a minimum result increase of +30%
  • Communication is more transparent, effective and frequent in your organisation

To conclude, in my opinion there is now enough evidence that success becomes reality in working environments where trust and psychological safety is present every day, in every encounter amongst people. The time for command and, particularly control is over. People have the full power to make or break organisations. Modern leaders have the responsibility to spark passion, give guidance, show caring, create flexible boundaries and take away impediments for their people in order to make them succeed. When your people succeed then your organisation will follow, not the other way around. This new brave new world requires a new type of leadership. In order for a leader to succeed, strong renewal and interpersonal capabilities, skills to connect people´s behaviours to shared strategic intent, and a personal commitment to a life-long learning are the strong foundations of a personal growth-mindset.

“Success is a journey, not a destination”

 

 

This was the last blog in this series on our Growth-Mindset Journey together. A new series will be published in late spring 2020. Meanwhile the Finnish audience can follow the podcasts on Employee Experience (EX) and Customer Experience (CX) released soon.

Sources:

1 https://en.wikipedia.org/wiki/Dunbar%27s_number 

 

About

Jere Talonen – Your co-pilot helping you to bridge the gap between strategy, values and behaviours from the boardroom to the shop floor by combining EX with CX. In the blog series, he shares his learnings from a multi-industry international career extending over 20 years as a leader, entrepreneur, business coach & consultant, as well as an executive team and board member. Currently, Jere acts as Principal Consultant – Recoding Culture and the Future of work at Gofore Plc.

Jere Talonen

Jere Talonen

Jere työskentelee Goforella johtamis- ja palvelukulttuurin kehittämisen konsulttina. Hänellä on liiketoiminnan johtoryhmätason kokemusta globaaleista kuluttajabrändeistä yli 20 vuotta, yhdeksästä maasta ja kolmelta mantereelta. Hän on myös kokenut ekosysteemien ja verkostojen rakentamisen startup-yrittäjä.

Piditkö lukemastasi? Jaa se myös muille.

The Culture Code – The Secrets of Highly Successful Groups by Daniel Coyle

I want to help you to grow your mindset and share my passion for impact. Thus, in this blog series I have hand-picked the bestselling publications and essential managerial tools. This enables you to make a sustainable renewal to your business and personal life. The goal of the first season is to build a common body of knowledge and starting platform for you. By reading further you will:

  • save your scarce reading time on renewal, culture and the best performing teams
  • extend your leadership toolbox to support your business decisions
  • build your personal growth-mindset, required to excel as an evolutionary leader

Common ground

In this episode, our focus is on the extensive practical research on the best performing groups done by Daniel Coyle.

  • You get an outlook of common factors and themes of how the best performing groups operate, what makes those groups tick and how team cohesion is created.
  • You get insights on what are those verbal and physical cues of safety, vulnerability and purpose that keep these groups performing and co-operating extremely well.
  • In short, you learn what makes the best performing groups in any industry, at any time.

Any culture is always a group phenomenon, as it was reflected on in Edgar Schein´s life-time research covered in the first episode of this series. The building blocks of an organizational culture are its espoused values and daily behaviors. Therefore, no organizational culture change program should be performed, if no real clearly defined performance development challenge or problem of a group exists. Otherwise more harm than good is done throughout the organization, which is very difficult to correct later.
Coyle´s recent research was performed in the fields of education, entertainment, the military, sports, and even crime. This cross-industry organizational research pinpointed best practices of team behaviors within the Pixar and Google design teams, US Special Forces / SEALS and the San Antonio Spurs NBA basketball team. Let´s dig deeper into those verbal and physical cues that keep these groups performing and co-operating extremely well. 

Building Safety

How to build psychological safety in a group? According to Coyle group chemistry doesn´t happen by chance. As a leader you need to focus more on your listening skills and body language in different interpersonal situations. As you might have heard earlier, if you want to succeed, use your communication means (eyes, mouth and ears) in the same ratio that you have been provided with them. Think about your leadership communication – do you speak more than you listen to your team and colleagues?
Another way to make your fellow members safer in a group is to show transparency by being approachable, treating others warmly and encouraging people to participate. As it has been tested by MIT psychologists and evidenced in real-life, at Google, without a status or seniority way of working this encourages people to become closer to each other. The outcome has been to produce more innovative ideas to the market faster.
Thus, in order to feel a sense of belonging to a group there must be safety, some type of connection established, and an expected future shown. In the book there was a great example of such an environment created by the head-coach, Gregg Popovich, of the San Antonio Spurs NBA basketball team. He has been famous for being extremely rigid on the court, but very caring, thoughtful and warm outside the court. He went out of his way to find ways to show caring towards his team of coaches and players both during moments of joy and hardship. He had a high mutually inclusive respect towards his team which resulted in high motivation and consecutive successes as a unified coherent professional basketball team.

Tools for growth-minded leaders

What & why?

  • Group chemistry builds powerful connection
  • To be safe and close allows more innovation, and faster
  • Presence of safety strengthens belonging

How?

  • More listening. less talking
  • Showing transparent leadership
  • Being approachable and thankful

Sharing Vulnerability

Historically, a leader’s role in organizations has been the authority who knows everything and makes no mistakes. This is quite different to the new expected role of leadership to be vulnerable. Vulnerability in a business leadership context means to be able to admit and accept one’s own weaknesses, as well as to ask for help whenever needed. This does not happen when there is no trust towards every single member of the group.
Developing trust within a group is to open individual insecurities and weaknesses for the entire group. Many recent studies have evidenced that for a group to perform at its best, there needs to be trusted relationships present. This means in practice that as a member of a group you must be able to put your own well-being and priorities after the group´s success. You need to show a habit to develop your courage and candor. Be authentic in speaking the truth out loud and be able to listen objectively to find solutions together. Genuinely caring and showing empathy towards your group members are key competencies of a leadership growth journey which are expressed in words of ‘we’ and ‘us’, rather than ‘me’ and ‘I’.

Tools for growth-minded leaders

What & why?

  • Showing weaknesses leads to increased co-operation
  • Calmness helps in coping with stress and pressure
  • Vulnerability loop, insecurities tackled, set trust in motion within a group

How?

  • Sharing mutual weaknesses as a group, it’s the leader´s responsibility to start
  • Putting the group´s well-being over personal needs and wants
  • Developing a habit of helping others

Establishing Purpose

Purpose is the common noble cause towards which the best performing groups are heading while helping each other. Often this intent is expressed in credos which are short action and future-oriented taglines. The credo is showing everyone’s purpose in the organization, common shared identity and how success will look like. It promotes direction and togetherness.
In order to achieve a group´s purpose there needs to be proficiency and creativity simultaneously that drives the group further. Every group member must be reminded often thru a multitude of communication means, both individually, and as as a group of their sense of belonging. Ranking priorities helps to clarify focus. Acceptance and readiness to fail speeds up innovations and results.
In short, for the team to perform at its highest level, there needs to be mutual respect, trust, transparency, mutual support and internal motivation for continuous learning.

Tools for growth-minded leaders

What & why?

  • Credos describe everyone´s purpose within the group
  • Common identity and goal
  • Empathy over others comes before skills

How?

  • Sharing signals of mutual support, motivation and connectedness, often
  • Ranking business priorities in a group
  • Giving a sense of direction with readiness to fail

Secrets of highly successful groups

  1. Relationships > prioritizing harmony to build up a strong foundation and safety
  2. Authenticity > showing vulnerability creates a platform for ultimate performance
  3. Purpose > building identity by clarifying individuals’ purpose and key tasks
  4. Parallel focus > proficiency (= same quality all the time) and creativity (new things from scratch)
  5. Catchphrases & Credos > though cliché, important for common direction and sense of belonging
  6. Transparency > in information, leadership, weaknesses and mistakes
  7. Retrospectives > learning and growth approach for better results

 
Key question for you to ask yourself when becoming a leader of high performing groups
 

  • How well are you prepared to express safety, vulnerability and purpose in public?


 
The next blog will be about building cultures of freedom and responsibility. Keep following.
 
About

Jere Talonen – Your co-pilot helping you to bridge the gap between strategy, values and behaviours from the boardroom to the shop floor by combining EX with CX. In the blog series, he shares his learnings from a multi-industry international career extending over 20 years as a leader, entrepreneur, business coach & consultant, as well as an executive team and board member. Sharing is caring. Currently, Jere acts as Principal Consultant – Recoding Culture and the Future of work at Gofore Plc.
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Jere Talonen

Jere Talonen

Jere työskentelee Goforella johtamis- ja palvelukulttuurin kehittämisen konsulttina. Hänellä on liiketoiminnan johtoryhmätason kokemusta globaaleista kuluttajabrändeistä yli 20 vuotta, yhdeksästä maasta ja kolmelta mantereelta. Hän on myös kokenut ekosysteemien ja verkostojen rakentamisen startup-yrittäjä.

Piditkö lukemastasi? Jaa se myös muille.


Jos johtajana tai organisaation kehittäjänä tavoitteenasi on kasvattaa tulevaisuuden kilpailukykyä ja haluat luoda organisaatiostasi edelläkävijän, aloita työ pohtimalla tätä kysymystä: Mikä on oma ihmiskäsitykseni? Ja kun vastaus on selvillä, miten se näkyy toiminnassani?
Douglas McGregorin tunnetun Theory X, Theory Y -teorian mukaan johtajan oletus yksilön motivaatiosta nojaa perustavanlaatuisesti joko luottamukseen tai epäluottamukseen. Perinteisesti organisaatiot on rakennettu kontrollin pohjalle ja Theory X:n mukaiselle ihmiskäsitykselle siitä, että ilman valvontaa ihmiset pyrkivät välttelemään vastuuta ja siksi heitä on ohjattava tiukasti kohti organisaation tavoitteita. Kontrolli lisää varmuutta, mutta valitettavasti häviää joustavuudessa.
Theory Y sen sijaan uskoo yksilön sisäsyntyiseen kiinnostukseen kehittyä työssään ja kantaa siitä vastuuta sekä kykyyn hyödyntää luovia ongelmanratkaisutaitojaan organisaation eduksi.

Kilpailukykyä luottamuksen avulla

Luottamus vähentää kontrollin tarvetta ja vapauttaa aikaa rutiineilta kasvua tuovalle tekemiselle. Se mahdollistaa kevyemmät rakenteet, skaalautuvuuden, avoimen vuorovaikutuksen, yhdessä kehittämisen – sekä nopeammat reaktiot markkinassa tapahtuviin liikkeisiin. Kiihtyvällä vauhdilla muuttuvassa kompleksisessa ympäristössä organisaation olemassaolo voi olla kiinni sen kyvystä muuttaa nopeasti suuntaa.
Yksilön näkökulmasta luottamus mahdollistaa vaikuttamisen omaan työhön ja lisää arvostuksen tunnetta sekä työn merkityksellisyyden kokemusta. Nämä taas tukevat korkeaa motivaatiota.

Onko yksilö luottamuksen arvoinen

Ajattelun muutos ja vanhasta poisoppiminen ovat vaikeimpia tehtäviämme. Koko elämän aikana kehittynyt uskomus siitä, voiko toisiin ihmisiin luottaa, vaatii syvää henkilökohtaista pohdiskelua, keskusteluja ja oivalluksia.
Uusi ajattelu, uudet toimintatavat ja johtamisteoriat haastavatkin erityisesti johtajan ja muut organisaatioiden kehittäjät – myös niin, että samalla oma rooli muuttuu päättäjästä valmentajaksi ja mahdollistajaksi.

Onnistumiset kannustavat kokeilemaan

Luottamukseen perustuvia yrityksiä ja organisaatioita yhdistäviä piirteitä ovat muun muassa läpinäkyvyys ja matala hierarkia, yhteisöllisyys, joustavuus sekä tasavertaisuus. Ja hyvä taloudellinen menestys.
Onnistuneita esimerkkejä löytyy jo ja uskomme, että tämän päivän kompleksisessa ympäristössä joustavuus päihittää kontrollin ja sen seurauksena luottamukseen perustuvat organisaatiot yleistyvät. Oppivan organisaation opein: voimme kokeilla, vaikka emme tiedä ja osaa kaikkea, vielä.



Uskotko sinä muutokseen? Siihen, että voit muuttaa maailmaa paremmaksi ihmisille ja ympäristölle? Tutustu julkaisuumme ja asiantuntijoidemme näkemyksiin: Recoding change

Mari Wuoti

Mari Wuoti

Mari on ihmis- ja asiakaslähtöinen organisaatioiden, johtamisen ja työkulttuurin uudistamisen asiantuntija. Digitalisaation luoma nopeasti ja jatkuvasti muuttuva, kompleksinen maailma kaipaa meiltä kaikilta perinteisten mallien haastamista. Nopeat kokeilut tarjoavat onnistumisia ja tuloksia pitkäjänteisen ja jatkuvan kulttuurin kehittämisen rinnalla. Marilla on vahva kokemus myös rekrytoinnista ja työnantajakuvan kehittämisestä, joista hän on ollut vastaamassa Goforella. Vuodesta 2018 Mari on toiminut valmentavana konsulttina oivalluttaen asiakkaita kehittämään uudistumiskykyään modernin johtamisen, itseohjautuvuuden ja ketterien kokeiluiden avulla.

Piditkö lukemastasi? Jaa se myös muille.

The role of organisations has been under heavy discussion over the last years. Recently more and more organisations tend to choose a new approach regarding their management control; self-management. This blog post looks at how one local Finnish service company has developed its way of finding a balance between employees’ autonomy and accountability.
Hello networked organisation
Organisations are designed to be stable and predictable environments. They have been very good at processing information, optimising processes and producing outputs. But over time, things change: customers want different services, new competitors and business models arrive, and the organisation might scale rapidly. This greater overall complexity forces organisations to fundamentally rethink their whole organisation model.
In the networked organisation model, the organisation operates as a network of small, self-directed pods that are connected by a common purpose and supported by a platform. A platform is a structure that increases the effectiveness of a community. The networked organisation cannot fit on a traditional organisation chart and is optimised by information speed and people pods.
The networked organisation enables a whole a level of flexibility and adaptiveness, that would never be possible in a divisional organisation. It can respond dynamically to change and can learn and adapt to the environment continuously. This will help the organisation to faster identify and capitalise on opportunities.
Networked organisations are also very resilient. It distributes the workload across a wider area by allowing each pod to focus on goals rather than on steps or stages. If one connection breaks, pods can still continue to work.
Networked organisation in action
Gofore plc. has around 600 employees and provides consultancy services in the fields of software development, design, management consulting and cloud. Gofore wanted to keep its organisation as simple as possible even though the growth has been rapid. The next chapters explain briefly how the networked organisation model functions at Gofore.
Gofore’s business model is consulting, so the company is eager to find new customers and deals. In this typical example, a sales person discovers an interesting invitation for tender. He contacts another sales person to discuss the details. After discussion they decide to create a bid.

The invitation to tender requires proof of concept and a team of three developers. Sales person A discusses with the sales person B and uses Gofore’s internal services to find a suitable UX-designer and a software developer for the project. Sales person B leaves the pod.

The UX-designer and software developer A start designing proof of concept. Software developer A invites two more developers B and C who would be right for the project. Sales person A also invites a legal advisor to help prepare the bid.

Software developers A, B and C fill needed resumes and help the UX-designer to finish proof of concept. The legal advisor advises software developer B on details of her resume. Sales person A and the legal advisor finalise the bid. Sales person A sends the bid to the client. Finally, the pod disappears, and people return to other pods.

A notable thing in this example is that people might not have met before. There were also no managers or a standard process of how to proceed. The pod shares the common goal to “finish the bid”. In other words, the whole pod is accountable for doing all the needed actions in order to reach the goal.
Most of the communication happens in one Slack channel and the pod might be active for only a couple of weeks. The pod goal can be everything from a small marketing event to a large strategic acquisition and it can contain employees, partners and customers. Size and activeness of the pod also varies over time. Sometimes the pod has one facilitator and sometimes multiple members are the driving forces. Occasionally, a pod fails to reach its target. Then people from the pod sometimes gather to reflect on what went wrong.
Theoretically, people can jump into different pods and take different roles at any time. On the practical level, people have varying expertise and responsibilities that restrict mobility. People who have more sales or recruitment responsibilities for example tend be more active than a single customer project focusing expert. There are also more static structures at Gofore, such as the executive management team and human resources function. Despite this, most “goforeans” are members of multiple pods simultaneously.
Side effects
Every model has side effects and the networked system is no exception. Gofore has numerous pods active every day. This might cause a situation where two pods are working on the same topic without knowing the others’ plans. Thus, a pod might be operating on an activity that has previously been done, or is already planned to be done. In my experience, this sub-optimisation risk hasn’t been a major challenge at Gofore so far.
If an employee belongs to too many pods at the same time, context switching might generate overhead and frustration. The other challenge is that people become bottlenecks – people struggle to say no for new pods and activities, even when their schedules are fully booked. For these reasons, employees need to know how a self-organising organisation works. Gofore has created internal “People Person” and “Coach” services that support employees in their self-management and personal development skills.
Some people might also miss long-term teamwork and traditional supervisors, where decision making is slower and more predictable. Gofore’s customer projects are typically long lasting which helps to create a more stable environment. Some pods such as “Guilds” and “Capabilities“ are also more durable by their nature at Gofore.
Control your own fate
This blog post offers a glimpse into Gofore’s operational level. It is important to understand that when the organisation is adaptive and learning, structures and culture also evolves continuously. Hopefully organisations understand this paradigm change and let go of the legacy of Taylorism.
 
 
 
References
The Connected Company by Dave Gray
https://hbr.org/2015/06/what-makes-an-organization-networked
https://blogs.oracle.com/content/who-is-dave-gray-and-what-is-a-connected-company
http://blog.idonethis.com/cells-pods-squads-structure/
Graphic Design
Miia Ylinen

Juhana Huotarinen

Juhana Huotarinen

Johtava konsultti, Ohjelmistokehityspalvelut

Juhana on kokenut ohjelmistoprojektien vetäjä, joka on erikoistunut Lean-ajattelun ja ketterien menetelmien käyttöönottoon suurissa julkisen sektorin tietojärjestelmähankkeissa. Viime vuosina hänet on pitänyt kiireisenä mm. Trafi, Valtori (Valtiokonttori), Opetushallitus, Kela ja Liikennevirasto. Aiemmin työurallaan Juhana on toiminut myös projektipäällikkönä ja ohjelmistosuunnittelijana. Juhanan ajatuksia voi lukea lisää hänen asiantuntijablogeistaan sekä Twitteristä.

Piditkö lukemastasi? Jaa se myös muille.

Yritysten ja julkisten organisaatioiden toimintaympäristö on nykyisin kompleksinen ja jatkuvassa liikkeessä. Siinä menestyminen edellyttää organisaatioilta jatkuvasti entistä enemmän ketteryyttä, kokeilunhalua ja itseohjautuvuutta. Tällä hetkellä julkishallinnon organisaatioiden kyvykkyys muuttua ja vastata näihin tulevaisuuden tai oikeastaan jo tämän päivän tarpeisiin ei ole riittävä.
Digitaalinen transformaatio on yhtä suuri ja pysäyttämätön muutos yhteiskunnassa kuin teollinen vallankumous. Digitalisaatio on julkisellakin sektorilla tunnistettu muutosvoimaksi, joka vaikuttaa merkittävästi hyvinvointiimme ja kilpailukykyymme niin kansallisesti kuin globaalistikin. Muutosvoiman valjastamiseksi edistysaskeleiksi vaaditaan nyt uudenlaista kulttuuria, johtamista ja organisaatiota.

Kuka vastaa kehittämisestä? Kaikki.

Perinteinen päätöksentekomalli, jossa analysoidaan nykytilanne, tehdään päätökset analyysin pohjalta tietäen etukäteen jo melko tarkasti niiden vaikutukset ja seurataan, että asiat tapahtuvat suunnitelmien mukaan, on auttamatta vanhentunut. Yhä edelleen monessa organisaatiossa elää myös vahvasti oletus hierarkian huipulla olevasta johtajasta, joka kertoo mitä ja miten tehdään. Nykymaailmassa ei vain ole mahdollista, että yhteen ihmiseen kiteytyisi riittävä viisaus. Sen lisäksi, että johtavassa asemassa olevat henkilöt ovat tottuneet toimimaan näin, organisaatioissa työskentelevät ihmiset odottavatkin ohjeita ylhäältä. Kulttuuri ei rohkaise toisenlaiseen toimintaan.
Moderni johtaja huolehtii, että organisaatiolla on yhteinen tahtotila ja aidosti jaetut tavoitteet kehittymiseen. Tällä hetkellä ”toiminnan kehittäminen” ja ”päivittäinen työ” mielletään monissa organisaatoissa erillisiksi tehtäviksi, vaikka muutoksen tekemisen pitäisi olla erottamaton osa työtä. Jokainen työtekijä on innostettava aktiivisesti mukaan muutokseen, digitalisaatioon. Kokeilukulttuuri, jossa oppiminen, kehittyminen ja uudistuminen tapahtuvat nopeiden kokeilujen, harkittujen irtiottojen, uudenlaisen ajattelun sekä epäonnistumisen ja onnistumisen kautta, voi muuttaa myös organisaatioiden kankean strategiatyön entistä dynaamisemmaksi.

 Syntyykö arvo organisaation omista vai asiakkaan lähtökohdista?

Arto kirjoitti omassa blogissaan, miten organisaatiolähtöisyys rampauttaa palvelukehityksessä aidon asiakaslähtöisyyden. Organisaatiolähtöisyys aiheuttaa myös laajemmin julkishallinnon arvontuotannon verkottumattomuutta. Julkisia digitaalisia palveluja toteutetaan edelleen hyvin usein vanhalla, lineaarisen arvontuotannon mallilla. Kukin organisaatio palvelee omia asiakkaitaan suoraviivaisesti omista lähtökohdistaan eikä huomioi sitä, millä tavalla toimintaympäristön muut toimijat tuottavat samoille asiakkaille lisäarvoa tai jopa korvaavaa arvoa. Asiakasta ei nähdä eikä palvella kokonaisuutena. Osin tähän on syynä julkishallinnon rakenteet sekä nykyinen sektoroitunut ja sektoroiva lainsääsäädäntö.
Samaan aikaan ympärillä kehittyvät kuitenkin kohisten alustatalous ja liiketoimintaekosysteemit, joissa arvoa tuotetaan nopeasti ja nimenomaan asiakkaan kokeman arvon ohjaamana. Julkisten palvelujen tuottamisessa pitäisi myös herätä hyödyntämään alustatalouden mekanismeja, ja organisaatioiden pitäisi aktiivisesti lisätä omaa arvontuotantoaan alustojen ja ekosysteemien kautta. Osa palveluista voitaisiin jo tietoisesti tuottaa yhteistyössä yritysten kanssa, uusia liiketoimintamalleja hyödyntäen.

Alustatalouden ytimessä on tieto

Tulevaisuudessa julkisten organisaatioiden luonteva rooli olisi toimia sekä alustan tuottajana että palvelun tuottajana osana alustalle rakentuvaa ekosysteemiä. Kansallinen palveluarkkitehtuuri eli KaPA-ohjelma on avaus oikeaan suuntaan, mutta poistaa vain teknisiä esteitä rakentamalla alustan yhtenäiselle infrastruktuurille. Se ei yksin vielä takaa sitä, että julkisten palvelujen tuottajat todella ryhtyvät toimimaan aidossa vuorovaikutuksessa uudella tavalla ja luovat aktiivisesti kansalaisille arvoa verkottuneessa yhteistyössä. Jotta KaPAn luomista mahdollisuuksista saadaan kaikki irti, myös organisaatioiden toimintakulttuuriin tarvitaan muutos.
Kehittyvän alustatalouden ytimessä on tieto ja sen entistä tehokkaampi hyödyntäminen. Avoin data on edellytys ekosysteemien rakentamiselle ja uudenlaiselle verkottuneelle toimijoiden yhteistyölle. Julkisilla toimijoilla on jo nyt hallussaan valtavat tietovarastot, ja käytettävissä olevan tiedon määrä vain kasvaa esimerkiksi esineiden internetin myötä. Ratkaisevaa julkisen sektorin digitalisaatiokehityksen kannalta on se, kuinka hyvin tämä tieto saadaan hyödynnettyä palvelukehityksessä. Tietovarantojen avaaminen systemaattisesti yleiseen ja yhteiseen käyttöön mahdollistaisi ennennäkemättömien palveluinnovaatioiden synnyn. Entistä keskeisemmäksi tulevan tiedonhallinnan kehittäminen olisi myös monella sektorilla luonteva rooli julkiselle toimijalle.
Kompastutko digitalisaatiossa jo alkumetreille? Arto pohtii blogissaan organisaatiolähtöisyyden sudenkuoppia palvelukehityksessä.
Mistä syntyvät ketteryys ja kokeilut käytännön toimintatapoihin? Lue Juhan vinkit.

Tässä blogisarjassa pohdimme organisaatiolähtöisyyden, kulttuurin ja johtamisen sekä toimintatapojen sudenkuoppia, joiden yli julkisten organisaatioiden on ponnistettava voidakseen hyödyntää digitalisaation ja teknologisen kehityksen tarjoamat mahdollisuudet toimintansa kehittämiseen – siis aidosti vaikuttavaan digiloikkaan.

Mikael Nylund

Mikael Nylund

Mikael on Goforen johdon konsultoinnin palveluista ja yritysjärjestelyistä vastaava johtaja sekä toimitusjohtajan sijainen. Hän on työskennellyt Goforessa vuodesta 2010 lähtien ja auttanut sinä aikana lukuisia organisaatioita polulla kohti digitaalista liiketoimintaa. Mikael ajattelee, että parempi tulevaisuus tehdään teknologian avulla ihmisten ehdoilla.

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