Thinking about infrastructure

Creating an infrastructure that suits different working environments

Creating an infrastructure that suits different working environments

As we ramp up the infrastructure in preparation for the next step in business development, I’ve been spending quite a bit of time thinking about organisational structures that will minimise overheads.
This is particularly important because the organisation must be agile from the start. Staff, contractors and participative collaborators (or whatever we end up calling them) need as close as I can get to an intuitive understanding of how their interactions with others and the work packages they create are an essential part of business as usual.
As if building a flexible, agile and intuitive framework wasn’t challenge enough, I want to build a social enterprise that is attractive to nonconformists and that doesn’t turn traditional thinkers away. While many will choose not to, it is vital to create an organisation within which the people for whom DanceGRiST has been created can work. They will never have had experience of a small business or corporate environment and many will have little or no business experience at all.

Given that we need a resilient, well-structured, flexible framework to facilitate easy contributions from staff, contractors and collaborators whilst supporting our agile approach and minimising administrative overheads, what are my primary considerations? While framework and processes are specified to the extent that is possible at the moment, I need to be confident that they’re fit for purpose, sufficiently resilient and flexible enough to accommodate change and that they don’t add anything unnecessary to the enterprise.

Everything needs to be established and tested before more people join our fledgeling social enterprise. I’m telling you from previous experience that it is desperately hard to introduce properly agile principles to an organisation built from people with years of expertise in sectors that are still resisting them blindly. I’m building DanceGRiST to ‘be the change’ so that’s part of what we must do. Since we can ill afford the inertia that changing after they’ve joined will bring. I need to build flexibly agile principles, administration and a minimum of control into the organisation, in advance.

It’s worth saying that again. Business-as-usual needs to facilitate creative thinking while changing the old-guard habits, with a minimum of administrative overhead and good corporate governance while working within those constraints.

It’s not the care required that surprises me, but that I’m second guessing myself.