Innovation is a very popular topic today. Most organizations, if not all, embrace the idea that innovation should be promoted and supported. However, very few of them seem to understand that their current structure actually prevents this from happening. Organizations build up over time by specializing people on what they do best, in technology or in management fields. And the organizational structure itself, which tends to become more and more complex and is seldom simplified, is fundamentally built around the idea of control. It is rooted in the premise that managers have enough knowledge, at least as much as all their subordinates put together, and thus can take most decisions without asking for advice.

But rigid organizations with pyramid-shaped org charts are not and cannot be innovative. 

Innovative organizations combine three forms of internal structures:

1. The formal organization, materialized by the org chart, which materializes control over resources and how they should be allocated

2. Project teams, which focus on delivering a result within constraints of time and budget

3. Communities, which connect like-minded employees to help them do their job better

The core business of Mopsos is to help large organizations become more knowledge-centric and innovative. It is no so much about changing the existing structure than about creating new ones, and more specifically:

• community-centric organizations focused on creating and sharing knowledge. 

• project-centric organizations focused on turning knowledge into value.

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The tables underneath present the expertise domains and services of Mopsos