The Hybrid Organisation – Making it Work

I often describe the confluence of factors – economic, environmental, demographic and technological – which are driving change in the way individuals and organisations work.  Last year, Microsoft developed its Hybrid Organisation theory which explored how these factors are impacting, or could impact, the organisation.

Today, Microsoft publishes its latest report on the Hybrid Organisation concept.  Building on last year’s more conceptual papers the new report, Making It Work, focuses on the steps organisations need to take to become “hybrid”, i.e. to create an agile organisation where people, workplace and technology work together seamlessly to realise sustainable value for the organisation, its people, its customers and other stakeholders.

Along the way, the new paper defines five types of Hybrid Organisation strategy which each describe a different prioritisation of the people, workplace and technology pillars.

Unsurprisingly, “it’s all about people” and how to optimise workplace, technology and management approaches to enable individuals to do their best work.  As we’ve discussed regularly in this blog, and in the paper All Gone Home, the challenges of introducing change for greater flexibility, or agility, are largely ones of communication and management.  I particularly liked the reference to the “clay layer of middle management” as a very apt description of a common obstacle to change.

 

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About Andrew Munro

An independent business consultant, interim manager and writer, Andrew operates through his company, Burning Pine Ltd (http://burningpine.com).
This entry was posted in Organisational Humanity and tagged , , , , , . Bookmark the permalink.

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