Almost a year ago we all had our lives changed for us. 

For many the instant reaction was panic, for some it was to survive and for a few, it was to drive forward.

Now as we start to see the light at the end of the tunnel, move closer, more and more people are looking to drive forward faster.

To do that we have to un-change what has been changed. So here are two insights from the keyboard of Michael McMaster that could help you get to a state of driving forward, faster.

FlexTime Reboot

We could do well to reboot ”Flextime”.  It was an HR fad in the ‘80s.  I was a young man eager to always be on the leading edge.  People would always say, “You’re ahead of the times.”  Often by way of criticism.

To my surprise, I’ve recently been hearing about “flextime” as a current leading edge in the field of working conditions.  While seldom hearing the word, the basic concept is there.  That is, people have become used to different ways of working without being at an office.  Few of these were organized around what worked.  Mostly it was about “how do we adjust to the social conditions that COVID restrictions have demanded.  What has emerged is an array of alternatives that are not treated as an opportunity to make lasting changes for the better. 

This opportunity is for the whole world of work – from customers, managers and teams, to realize dramatic increases in productivity and profitability.

It’s not just about getting people back into the office, it’s about getting work to be more effective and productive. It is about making the whole world of work more nurturing.  But for this to happen we need to be innovative.

Organising For Being Innovative

Innovation is what we call invention, emergent evolution, doing something new (or new in a different way).  It is a descriptive word that doesn’t help lead to necessary action – but is desirable.

The path is to organize to create a “way of being” that we’ll call innovative. 

Firstly, the great power of being innovative is creating the conditions for being innovative.  To get the full power of this approach we need to use the term to refer to ‘organization’, not to individuals.

Secondly, along with the conditions, our level of communicative competence in an organization is the other area most important in realizing the possibilities of being innovative.  The practices of powerful communication are not widespread.  Without these being elevated, the shuffling of chairs and the restriction of new lines of communication will be wasted money and energy.  The fastest way to achieve these are, some short, powerful workshops and ongoing coaching with live material.

The third “leg of the stool”, so to speak, is the physical elements created for purposes of communication.  These include meeting rooms, flip charts, whiteboard walls, moveable desks and equipment, maybe refreshments in common areas.  For meetings dealing with deep or complex issues, have an artist capture the essence of what transpires.  The point here is, that innovation is emergent, non-linear, not programmed.  It occurs by surprise and generates surprises.

Being innovative is the same group of processes that have happened accidentally, as evolution, since humans walked the earth and found communication better than battle.

The Combined Effect

Mike’s comments resonate so well at the moment as people grapple with the paradox of office or WFH. For organisations that need to navigate the path to some form of office-based working practise, there is a great advantage to using this transition as a project to organise for being innovative.

As larger organisations eye up the opportunities to acquire medium-sized enterprises so that they can expand, starting with the concept of organising for being innovative opens up so much more possibility than the usual approach of acquiring, streamlining and divesting the parts that don’t fit.

Historical solutions, of cutting jobs and reorganising for performance need re-thinking. By re-organising for innovation, creating working environments that are innovative and open can deliver much better rewards for all.

The pandemic has been a horrific experience for far too many. The aftermath needs to revitalise the alignment of people and work.