Many leaders still believe that all projects are applicable to each organisation, in denial of the two critical elements of organisational design, which are CULTURE and PURPOSE.
Many companies fall into the trap of making repeatedly minor changes to their organisational structure, only to find their efforts provide minimal benefits.
What’s required are far more effective changes, which only occur when organisational design goals are clearly defined. For example, in the investigation of new strategies or market forces that require a determined focus on the organisation of resources.
Organisational design involves the remodelling of the organisation structure and roles and can be more effective when defining the alignment of the structure, processing, awards and talent within the business strategy. More robust organisational design is based on a holistic approach, whereby the orientation of the four main elements of the project design are (1) reshape the behaviour of the organisation (2) visualising the big picture, (3) build strategy and (4) test future scenarios if the company is to remain sustainable.
Those organisations looking for new opportunities to respond to their client’s needs all over the world, should be conversant with the benefits that good organisational design projects provide, including the positive impact it makes on the organisation’s objectives. It’s important that the organisation’s design goals are made by those people responsible for the success of the organisation.
Additional powerful changes occur when there are clearly designed goals and where the next phases of the organisation’s design include the operational project of process, roles, actions, and reward systems, and then the recruitment of other implementational tasks.
The main forces of digital transformation such as mobile technologies, clients, competence, joint learning, value, innovation and Big Data, form the way we operate, which pushes the strategy of talent management to the centre of organisational success. Many organisational experts argue that they have a built-in approach to such subjects, including the practice of effectively managing talents.
Management Implications: the adaptation of people and structures that work together with Managers who are designing, developing and improving organisations should have a grip on the fundamental concepts of the anatomy and the organisational process. The structure of the organisation determines how the role, responsibility and authority are delegated, monitored and coordinated, and how the data flows between the various levels of the organisation.
Organisational design allows companies to better incorporate their human, process and structure into the marketing strategy. Specialised personnel groups have developed tasks such as long-term planning, organisational research and system design. The general principles include maximising the talent and competence of employees, promoting responsibility and concentrating on what they’re able to manage.
However, as managers are ultimately responsible for organisational efforts, they should take a special step towards ensuring that the creation of helpful systems is done in order to carry out the project’s work, which is not only an individual feature. Operational managers must equally understand the requirements of the organisation’s decision-making and the information vital to maintaining the system.
Companies often have to go through a phase of reassessment in which each position or even entire departments are moved to the organisational chart in an effort to maximise the use of the human resources of the company and make the operation more efficient.
Organisational design can assume a formal or casual process of involving individuals, information and the technique to form an organisation that meets its objectives.
By aligning your strategy with the most significant examples of organisational design principles, you will maximise your chances of lasting success.
Pedro is a trusted advisor to business leaders.
Cooperating with them by assessing organisational issues, building relations and managing skills from strategy to comprehensive transformational programmes; and reorganising the company to become a more sustainable model, capable of handling any market disruptions.