Role-based Governance
Role-based Governance is a complete self-management system. It helps organisations to be flexible, reactive and focused on their purpose by emphasising...
Methodology
We offer agile management techniques based on tested methods (Role-Based Governance, Spotify Model, Modern Agile, Scrum, Spiral Dynamics etc.) to optimise your company and make it develop rapidly.
Are you a company or HR director?
How can you reduce psycho-social risks? How can you substitute well-being at work for stress and burn-out at work? Do you want regular feedback on your employees’ commitment? Are you looking for a way to adapt your HR policy on the basis of reliable data? Do you want to increase your employees’ autonomy?
We can examine these questions together in greater detail using our structured approach to bring clarity to your organisation (Deepscan). After a short period (of 6 to 8 weeks), we shall deliver a report based on the measures taken followed by a proposal to upgrade your organisation.
We could just propose reorganising your management and the internal influences following the concept of a liberated company. However, our approach goes deeper than that. We base our work on agile methods, with precise, structured concepts that have been tested over a period of more than 10 years in SMEs and multinationals.
Agile change: a structured method
Clarity offers agile and effective management techniques to optimise and develop your company rapidly: autonomy, creativity, initiatives and co-creation; discover how to increase spontaneous motivation and the potential of your teams.
This change has 3 phases:
- First phase: Exploration and diagnosis
- Second phase: Implementation of the change
- Third phase: Transformation of the material and environmental constraints
First phase:
Exploration & diagnosis
- Exploration and analysis of the values and culture of your company
- Exploration and analysis of the strategic plan of the company
- Exploration and analysis of the distribution of talents within a team, a department and/or the organisation.
OBJECTIVE: To make sure that the planned changes are in line with the roots of the organisation.
DELIVERABLES: Complete report (metrics); impact matrix, orientation of change and relevant agile change method: Role-based Governance, Scrum, Lean, Sociocracy, etc.
Second phase:
Implementation of the change
YOU DO IT (Autonomy & Coaching)
Once phase 1 of the process is finished and the impact of the desired change has been analysed, we draw up and provide an implementation plan according to the chosen method. After agreeing the implementation plan, our teams take charge of its actual implementation.
OR WE DEAL WITH IT (Consultancy & PM)
We can also draw up and provide an implementation plan according to the chosen method. After agreeing the implementation plan, our teams take charge of its actual implementation.
Third phase:
Transformation of the material
& environmental constraints
- Analysis of the specific constraints of your company
- Writing a specification
- Approval
- Call for offers from partners
- Selection
- Execution
- Coordination of the project
Why choose agile change?
In Belgium, 12% of staff is committed, 66% of staff is not committed and 22% of staff is actively not committed*.
Hierarchical-style business management has reached its limits. Generation Y or not, management models have to evolve.
1
In a traditional company, one speaks of functions
People are taken on according to their basic skills and subsequently limit themselves to them almost exclusively.
it would be better to speak of tasks and added value
- Composition of an interdepartmental team
- Definition of roles according to each person’s added value for the specified task
- Recruitment if a role is necessary and does not exist internally
- Each person’s roles evolve with the company
- One person may combine several roles
2
In a traditional company, the final decisions are made by the top management and they are unidirectional (top down)
With agile change, the management becomes an orchestral conductor
- Distribution of authority within teams
- Decisions made on the local level (by task and by team)
3
In a traditional company, unidirectional bottom up relationships tend to render procedures long and sometimes tiresome
We can change this together!
…with the iterative method, whereby each idea represents:
- 1 initiative
- 1 task (or intra-task)
- 1 decision
- 1 implementation
The structure is living, open to changes and development, and is constantly being adjusted.
4
Results: in a traditional company, I obey and I do my job from 9 a.m. to 5 p.m
With agile change:
Consideration:
- My intelligence is valorised and respected
- I am capable of proposing solutions
- I am empowered in my work
Personal development:
- My initiatives are encouraged
- I learn from my colleagues
- I feel personally committed to the company and I will remain loyal to it
Co-creation :
- With my colleagues, we are permanently co-creating
- We are empowered and organised as a self-managed group
*Source : State of the global workplace, Gallup, Inc, 2013
Methodologies used
Further information
Scrum
Scrum is an agile approach that originally came out of the IT industry, but today applies to many other sectors. This method provides a clear process...
Spotify model
The main advantage of managing a large-scale project with the Spotify model is to obtain agile teams in strong solidarity with each other.
...
Modern Agile
The Modern Agile approach aims to extract the principles of the agile and lean movement, using them to create agile organisations and steer their...
Spiral Dynamics
During the process of development of an individual, an organisation or a society, new world models emerge, adding to the old ones in an endless evolutionary...
Officevibe
Officevibe is a tool to measure employees’ degree of commitment in real time. According to Officevibe, employee commitment means an employee’s...
Teal
This is a system of shared governance. Created from the level of human consciousness judged to be the most “evolved” to date, it considers the...