Modern Systems, Intentional Designing

Building Alternative Mental Models

by
Kathryn Maloney M.A. ABS

A consulting advisor to leaders, founders and teams, Kathryn weaves systems change vision and initiatives into strategy, priorities, and operating from outcomes. From her wheelhouse, she taps into how you communicate, relate, operate, work, lead, and group think; infuses presence, power, and self-awareness onto broad, prioritised organisation strategy; and designs tangible change for your more coherent, modern, and future-forward system.

more about Kathryn Maloney M.A. ABS
, New York City

Much of what worked to build and maintain a 20th century company will not work for a 21st century build. Principally speaking, modern organisations run with the idea that teams are groups of leaders among leaders, playing clear roles to produce outcomes and value in service of priorities against broad strategy, against a clear vision.

Each person is vital to do their part, from role. To acknowledge and exercise their agency, applying awake skillfulness technically, structurally, energetically and emotionally. To create benefit for the whole.

Organisations fit for the future require dimensional thinking, on-the-fly adaptive capabilities, emotional presence, energetic awareness, and an entirely different set of leadership mental models. They require operational tools and prioritisation tooling to create value and deliver directional outcomes.

To ground what that means because the ongoing build is complex rather than simple, take a look at some applied activations to modernise your system.

Traditional Operating
Modern Designing
Big plays
Disciplined prioritising
Static vision and strategy
Vision + strategy refreshed; designed with emergent phenomenom
Closed
Open, accessible, and visbile
Wait to be told
Active proposal initiating
Strategy dictated
Fractal, co-created strategy
Managing humans
Managing workflow, outcomes, innovations, and priorities
Annual planning
Tighter strategy and prioritising cadences distributed throughout teams, functions
Single metric, north star
Fractal metrics, clear outcome intentions
Fixed
Adaptive
Surveys, gap analysis
Smart structures, tooling, comms and meeting designing
Leader led
Distributed leadership, clear role accountabilities
Agenda planning
Modern, purpose-driven meetings
Vertical structures
Horizontal structures
Task Forces
Strategic priority formed teams
Perfection
Iteration
Risk intolerant
De-risk animated
Death by Powerpoint
Living by a smart trifecta of communication tooling
Flow down or performative meetings
Purpose-based, participatory meetings
Believing expertise lives at the top
Realising knowledge and knowing lives within, and from roles
Stability without adaptability, rigidity
Stability homogenised with adaptability, fluidity
Decisions made by the few and pushed down, or not made at all
Decisions made by the many, from the right locations, and pushed out
Management tells what work needs doing, having little real, valuable work to do themselves
Work needing doing is strategically surfaced and prioritised, by teams, from roles, against apparent broad strategy creating value
You’ve got this. x

by Kathryn Maloney M.A. ABS
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