With the Knowledge Network Operating Model (KNOM), you avoid the degradation of teams while harnessing the most important competitive advantage for an organisation: its people.
This article is part 3 in my KNOM series delving into Element 3, where plans turn into execution in radical new ways based on Way of Work principles, Whole Scale Change, and Dynamic Reteaming.
As J.R.D. Tata said: “The effective execution of a Plan is what counts and not mere planning on paper; it is not what we put on our plate or even what we eat that provides nourishment and growth, but what we digest.”
Element 2: Strategy Formation and Planning is the insight that strategy is not something planned but a continual process of learning and adaption. It is an ongoing and pivotal methodology running throughout the entire KNOM structure explained in The Overview of KNOM.
You will never have a “finished” organigram, hierarchical structure, or organisational design because circumstances change to force the organisation to change. The ecology shifts, so the organisation must adapt. The Knowledge Network Operating Model, or KNOM, is designed to continually be adaptive, always changing based on circumstances.
I see organisations as living organisms that can either shelter or adapt themselves based on four layers of interacting variables: Product/Service, People, Processes/Procedures, and Culture. Most companies pride themselves on adaption due to rapidly changing environments. Although, what I have experienced is that organisations do not follow such an adaptable mindset. The organisational structure is rigid and needs to reflect the opposite: dynamism and adaptability.
