When pursuing revisions to your Organisational Design

Given the uncertainty that pervades the world of work it is no surprise that challenging operating models is a staple agenda item in our discussions with Executives.

However, the field of organisational design is challenging and difficult to get right. Knowing where to start and how to effect the change that yields the greatest value can be a minefield.

In a ‘busy world’ this challenge can lead organisations to go down the path of least resistance. This involves tinkering with structures on PowerPoint rather than delivering meaningful change.

Organisations need to be understood as open systems operating in complex environments.  This requires change that goes beyond line-management structures and instead focuses on the entire model covering processes, technologies, people, culture and supply chains.

So where do organisations start? Regardless of whether it is a start-up or a large Enterprise?

1. End-state – take time to build clarity and consensus on outcomes, cross-checking with strategy
2. Analysis – evaluate the as-is, define problem statements depicting gaps to achieve the end-state
3. Principles – co-create design principles to enable objective rather than emotive decision making
4. Design – define and work through design questions to address the gaps
5. Blueprint – define the end-state based on the capabilities that need to be implemented
6. Plan – outline and sequence transition states to realise the end-state

High quality design is about looking at organisations holistically, factoring informal and formal ways of working (e.g. culture, processes and third parties etc.). Combining this with a systematic approach to implementing change delivers the greatest value.