There is no one perfect design for all organizations. Design is not a one-time event, nor is it a solitary exercise.
Today’s organizations need the right structure, an effortless and pervasive positive culture and effective governance throughout, to gain and maintain a competitive advantage, their innovative edge.
Organization design is as much about leadership, supporting relationships and connections as it is about roles and responsibilities. It needn’t be an onerous task, one to cause anxiety or to be dreaded. It is, simply, the backbone of any organization’s existence and the major contributor to its success or failure.
Because leadership and relationships are integral to organizational purpose, establishing an aligned culture will reveal the benefits of reevaluating how and why your organization developed its current structure. What were the drivers? Are they still valid today? Are you getting out in front of your competition and winning the innovators’ race?
If you’re not, most liabilities can be minimized, eliminated or managed by careful attention to key elements of organization design, structure and alignment. It does not have to mean a major corporate upheaval and can be an excellent exercise, leading to a mere finessing of critical fundamentals.
We help pick out the gems in your design and suggest ways to re-think your approach, re-align your core culture and move forward as a cohesive, fully functioning whole.
Why is this important?
Unleashing the organization to realize its highest levels of performance and competitive differentiation through the cyclical interplay between strategy, structure and leadership. The fit between strategy and structure leads to better performance because leadership provides the direction and structure provides the mechanisms required for successful implementation of the strategy thereby enabling true gains in performance and securing an ongoing competitive edge.
Why is this important?
Culture is a significant root of all behavior within an organization; it can have an effect on the most obvious (e.g., employee engagement) to the less obvious (e.g., customer satisfaction). Culture alignment as influenced by leadership, can be the single most important factor in organizational success or failure, or its potential demise. Culture matters because decisions made without awareness of the operative cultural forces may have unanticipated and undesirable effects.
Why is this important?
Leadership, culture, strategy and their synergy together are necessary conditions for realizing and maintaining superior organizational performance. Leading change in all its form is a very powerful, and critical component of an enduring and competitive organization. The importance of linking, aligning and integrating these three elements along with strong governance, leadership can “ignite the possibilities of the entire organization to fulfill its potential and thus achieve its strategy and at the same time.
Performance issues related to the organization’sability to sense, adapt and respond ahead of marketplace shifts.
The organization has difficulty adapting andassimilating to the rate of change, complexity in the environment, therelationships with key constituents and the regulatory environment. Leadsto growth stalls, slow decision making, and decisions made far away fromthe customer and where the business happens. Losing competitive edge.
Not making quality decisions quick enough to match the demands of the market and predict future performance.
Difficulty seeing the entire picture, demands from the environment require many disciplines and points of view be consolidated quickly, reliably and accurately for managers to make good on the spot decisions.
Needs (and changing needs) of the customer are not well understood and digested so that products struggle to remain on the cutting edge in meeting customer needs and the business continues to be viable and competitive.
Individual, functional and team roles and work process to not facilitate the best, most efficient and effective performance.
Lack of disciplined clear business rhythm, pace, calendar and organization wide decision making and conflict management.
The strategic intent and customer value proposition are misaligned with how the organization is going to market and delivering value. The basis of competition has shifted or is unclear.
Lacking natural, effective and efficient alignment on goals, outcomes and collaboration.
Diminishing or lack of skills, capabilities, talent and business process to deliver the product and services of the company efficiently, effectively and with ease.
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