Freshening up epharma’s organizational design
Improving the company organization design of epharma by using unFIX - structure with 18 bases, organized one unFIX congress and five domains.
Distribute or Automate Management
As AI becomes more sophisticated, tasks that were once the domain of middle managers will be easily delegated and automated. The middle management role will continue to change, necessitating continuous learning, adaptability, and a renewed focus on human-centric leadership skills.
Embrace Digital Team Members
Tight-knit, static teams might become looser, with AI copilots taking over specialist jobs in projects and humans roaming more freely across products where they can make meaningful contributions.
Become a Specializing Generalist
The new organizational focus should be on teams filled with M-skilled (cross-functional) people who can connect the dots between multiple disciplines.
Hard Agile, Soft Agile, and Not Agile
Labeling every non-pure Agile approach as “waterfall” is not helpful. Big Design Upfront only exists in the first quadrant, which we can indeed label as “Not Agile.”
Organisational Re-Design at Leroy Merlin France (IT Department) with unFIX
Organisational re-design at Leroy Merlin France with unFIX
Just Enough Roles: Less Is More
Sometimes, roles are helpful; sometimes, they are not. The challenge in organization design is to strike a balance between clarity and flexibility. The set of Role Attributes in the unFIX Model can help you with that.