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Building Blocks of the Next Generation of Organisations

November 29, 2022

In this constantly changing and challenging world, we need organisations that give everyone the power to make decisions and innovate to stay relevant and competitive. We know that you have already reimagined your business for efficiency, speed, and responsiveness. Now it’s time to resurrect your business for adaptability, innovation, and engagement so that you can stay capable. We can help. Let’s try Scrum.



At tryScrum, our mission is to help organisations become more capable and resilient by humanising workplaces. Some of the critical building blocks of next-generation organisations are illustrated below.

Feature Factory → Zero Distance to Customers

The traditional feature factory way of thinking must give way to customer-centric thinking. Team communication is lacking in feature factories. Without any feedback, features are passed from one team to the next. Teams thus find themselves cut off from clients. It takes dedication and practice to transition away from feature factories and toward solving business problems. Not all groups have the authority to consider customers. Getting teams to think beyond features is the first step. Customers will become a direct extension of your business by working more closely with your teams; if engaged, they will stick around.

Co-workers → Community

Coworkers are no longer colleagues. Having devoted communities aid in the organisation's ability to conduct its business, sustain itself, and produce excellent results. A strong community is essential to a successful organisation. Candidates seeking jobs are more motivated to work for the organisation and advance its mission when they feel they can be themselves at work. Factors including mission, values, expectations, goals, and work environment make up an organisation's culture. And company culture can be compared to a company's "personality".

Top-down coordination → Voluntary coordination

On the subject of coordination, there is a wealth of information available. Sadly, there is a knowledge gap in assisting organisations in understanding strategies that can influence their agility and support teams in change. tryScrum is aware of this, and we want to help organisations embrace voluntary coordination to release collective intellect. Coordination that is voluntary improves commitment and self-control.

Hierarchy → Accountability

The majority of businesses are designed with a rigid hierarchy in place. There is a presumption that decision-making is normally done by those in higher positions, which benefits superiors and allows businesses to flourish at what they know and do best. However, leaders must accept that they can only do so in a more dynamic environment, where good ideas take precedence over traditional reporting structures and where everyone, regardless of rank, has the opportunity to help the company move in the direction it needs to go. This is especially true for organisations that need to change quickly and pursue new strategies.

Unit Performance → Shared Outcomes.

Farm silos are made to separate various ingredients while storing vast quantities of grain. Organisational silos in firms have the same result: They restrict communication between teams and departments by keeping people and information separate. It can make a significant amount of waste enter the system. Organisational silos must be eliminated as soon as possible for enterprises to expand. Silos are more challenging to break down in larger organisations, so it's critical to do so as quickly as possible—or even before they form. All-hands meetings are not necessary to maintain your organisation's focus on common objectives and results; instead, you need collaborative settings that emphasise customer-centricity.

Establishment → Experimentation

The traditional approach to strategic Management is essentially sequential. The organisation first decides where and how to do business, then plans to execute that decision, and then tries to execute the plan. This approach is like placing a bet on the future: one builds an expectation of what the distant future will bring and then rushes forward to be the winner in that future. This approach is unsuitable for the VUCA world in which it is difficult to predict the distant future accurately. For an organisation to be viable, it must be capable of producing a range of responses that are as diverse as the challenges posed by the environment. In times of uncertainty, embracing an experimental approach is inevitable. Only an experimental mindset can embrace experimentation. Equip everyone with the skills they need to design and run their own experiments Read More>>

About Author

Venkatesh Rajamani has more than 18 years of experience delivering working software in short, feedback-driven cycles. He has helped many organisations adopt agile software delivery practices, including large banking, payments, telecom, and product organisations. He started his career as a Software Engineer and spent almost eight years as a hard-core Programmer. He has worked for or with large software delivery organisations, including HP, IBM, Logica, Paypal, Ericsson, RBS and HID. He founded in 2018 to execute his mission of Humanising Organisations. Venkatesh is fluent in 4 languages. He is based in Chennai, India and sets the overall direction for tryScrum. He is the world’s first to hold PKT, CAL-Educator, PST, CEC & CTC together. He loves reading books, travelling and public speaking.


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