CPH127

Talk by Stefano mastrogiacomo this thursday afternoon in geneva…

I apologize for the style but its hard to translate powerpoint presentations in text
Designers follow certain principles when they create objects which is also true for interfaces. What about the organizations that we live in, what are the principles that we follow? Organizational design is looking at the structures of enterprises and how labour is divided. The discipline is very difficult because noone has seen an organization, it is an abstract notion. The only way to understand the relevance of your work is to look at the output. We are also dealing with people, who are unconnected,

Large organization’s design today are a mixture of legacy, inappropriate elements to perform our work, establish relevant processes to perform work. The aim of this area is to look at the inappropriate and try to reduce it as much as possible and increase relevant design processes.

(A brief history is presented: eg:
in 1870 large enterprises began to take place with the industrial revolution.
planning grew out of Gantt charts created in 1917 to plan war production )

Now the model is that we are educated people , who are mobile and have a fast and efficient way of life.

The functional division of labour of the 1920’s create a great many problems because we have to manage a great amount of complexity.

Apathy in organizations is a behaviors being adopted because they don’t feel they can change the system, and might as well take advantage of it.

Business plan are used to get a budget and create job openings but are stored afterwards. So without context these mean nothing, structures should be created in context for people to understand what needs to be done. The process of co-creating together is more valuable than the result.

Because there are obscure structures where logic doesnt seem to apply there is a lot of depression that develops in employees of organisations.

What would be the shape of an organization so that they become a tool for the people we are.

1- You can’t manage what you can’t measure

2- you cant measure what you can’t describe

3. For a and b to coordinate both must be mutually recognize and understand the problem.

The solution is to develop a semantic network of shared and private objectives that can be visible to all.

Verb+Adjective+Nouns

action+ description+result

The personal motivation is at the centre of it then test out if this can give effective and efficient processes and if these can produce satisfies clients.

The best organizational design is not a series of functional diagrams, but a co-creation process. Mutual understanding is the key. Go for consistent and integrated management by objectives.

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