PLSO Oregon Surveyor July/August 2020

16 The Oregon Surveyor  | Vol. 43, No. 4 Featured Article I n May 2009, Toffler Associates brought together a group of public and private sector senior executives to discuss the process of creating adaptive orga- nizations—organizations that are able to sense the need for change and un- dertake it successfully. The discussion drew on several years of recent Toffler Associates engagements with clients in both sectors helping them adapt their strategies, structure, processes, people, and technology to challenges and op- portunities in today’s environment. The focus was on aligning changes in these five areas so that an organization can remain relevant and effective. People: The Benefit of Youth The “people” area addresses hiring prac- tices and human resource management. One organization noted the importance and impact of awarding positions of influence to younger employees. While less tested and experienced than their more mature counterparts, today’s youth works more collaboratively, thinks more experimentally, and uses technology more comfortably. Younger workers also provide a needed influx of energy and fresh thought to an organization. In addition to experience and institutional knowledge, organizations need new perspectives and dynamism to help ensure success. “I have to bring in the young people who think about the world differently, but then I also have to listen to them and let them be part of shaping the organi- zation’s strategy and its future,” said one organization leader. “We’ve got to be will- ing to bring in a diversity of thought,” he said, adding that young employees also must be put into a structure and a set of processes that allow their fresh ideas to have an impact. Process: Fostering Collaboration The “process” area addresses an enter- prise’s operating procedures. In studying its operation, one company has found that a top-down-only approach to management is an increasingly slow, ineffective method of working and adapt - ing. Employees often view management directives conceived and implemented this way as disruptive and generally do not greet such approaches with enthusiasm. “You can’t lead a major, driven-from-the- top strategy activity in a diverse business model culture,” said a discussion partici- pant. “It just can’t work.” Instead, this company is cultivating a collaborative culture in which employ- ees can work together and draw on each other’s curiosity and creativity—following leads and “connecting the dots” to sug- gest what the management imperatives The Adaptive Organization Fostering Change in Five Areas By American Management Association, www.amanet.org