There is a lot of talk about how an enterprise shall be structured to achieve business agility: How can an organization look, that is able to sustainably delight customers in a profitable way?
Hierarchies are often seen as harmful. Self-organization and creating networks of people are seen as the holy grail. But apart from all the smart books, articles and blog posts about this, the question remains: how to accomplish this in an existing, very large enterprise?
In this talk I will share what I am doing trying to drive the change of a 15000 people, internationally distributed business unit at Ericsson, a 140-year-old telecom company. How to structure the organization to achieve better end-to-end collaboration, knowledge transport and idea exchange for better decision making and aligned execution? Can there be the one and only structure after all? As this is a very complex human system, I do not have a definite answer to these questions. But we have learnt a lot. I will talk about the journey we started 1 ½ years ago to explore and find our answers. I will share what we learnt, what insights we got, what potentially helpful approaches we found and how we are experimenting with parts of the organization.