Consultants are now designers, designers are now consultants, an operating model is now a service design, are you a technologist or a CX delivery consultant? It’s all getting wonderfully mixed up so maybe it’s time to recognise that putting people in teams based on what they do might be yesterday’s thing. What would they do at Hogwarts?

Once you’ve been discovered as a wizard (HR recruitment process) and you’ve bought your wand (your area of SME), you arrive at Hogwarts (induction week). The first thing that happens is that you are allocated into your House (service line). Hogwarts has the benefit of a mystical Sorting Hat who allocates you based on what’s in your heart.  It’s nothing about how much you know and even what you know, it’s about who you are.  How about a corporate equivalent?

harry potter

Imagine a scenario; everyone you work with leaves the company tomorrow and goes to a new one. Do you choose to stay with the company or do you go with your colleagues? It takes an incredibly strong brand or corporate culture or level of success to ensure that you stay. Much more likely is that you would choose to go with your colleagues. People power is absolute in maintaining the culture, the performance and ultimately to get the best out of the individuals.

So pick your heads of house; if you don’t have a blend of leadership personalities and approaches then you have bigger problems so assuming that you do. Select people to be the marquee personality types to align people with. They don’t have to be the smartest or most successful but they don’t need to be, they need to be people you can look up to and see yourself in them. Maybe a Slytherin type; all confidence, cunning and black magic or a Ravenclaw type; thoughtful, intelligent and balanced.

You then allocate people based on suitability with these people; personality types, approaches, ideas and connections.

You all still go to classes together; as with the pupils at Hogwarts, you still go the same classes with each other. Your knowledge is separated from the House you are in. There are experts in Potions in every house who end up together, but they go back to their common rooms to get support and build their personality.

The work you do and the projects you are in can be kept away to your house and managed in a more procedural numbers driven way. When skills are becoming increasingly connected, it’s already a challenge to distinguish teams and the structures are becoming increasingly arbitrary anyway.

Create a house competition; it’s human nature that you are not going to like everyone in your organisation (there will also be people who don’t like you). Rather than try to fix the unfixable, embrace the competition between different teams. Gamification often hits a wall when it’s kept in a small group of people or where it’s not visible enough. Perhaps the Slytherin team needs a strong individual competitive environment with league tables etc whilst the Hufflepuff gang would hate that. Perhaps they would prefer collective incentives. To give you an example; ask yourself, would you rather have a competition in your team where everyone gets a $1000 bar tab if your team hits a target or the top two performers get a $1000 Michelin star 12 course degustation menu?

You can build the right incentives for individuals within the teams because people are fundamentally driven by different things.

Sounds magic right but it’ll never work

It’s already happening, have a think about the current graduate recruitment process where experience and content is loosest. There are lots of conversations about bringing together grads into a single group or having them rotate. Even the process tends to pick the grads first and then you allocate them into teams. This is a very small step from Hogwarts.

How about performance reviews, we are always trying to connect qualitative and quantitative measures. Why not separate them completely? You get you exam marks from your classes (quant) and you get a report from your house master (qual) and the overall success of the business is measured by the house competitions (your numbers).

Disruption is everywhere for clients but we’ve not necessarily changed enough about how we structure ourselves to deliver that disruption. Tacking on a design bit, blending tech teams with non tech, carving out bits and pieces. Why not something new?

www.thecorporatefuturist.com

PS As regards enabling services, I am wary of making to suggestion but how about ‘house elves’. Effective, efficient, loyal and actually much more magically proficient than most of the wizards and witches. Comments about remuneration are also worthy of discussion………

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