A vital requirement for the effective execution of corporate strategy, is that all business units and departments have simple and clear plans which are aligned to the overarching strategy —plans which have the emotional engagement of those who are to implement them. Is the strategy understood in meaningful terms —are the higher intent, purpose and priorities of work clear? Are the implications and consequences downstream fully appreciated? Have current projects and routine tasks been examined in terms of ‘stop, start or carry on’? All too often, 'change' piles new work on top of current work without really understanding what matters! What business policies and processes enable or hinder the execution of strategy? Is time, effort, money and emotional energy being expended unnecessarily?
To achieve strategic alignment, we may involve any or all of the following activities depending upon your situation:
This will provide executive leaders at all levels with renewed clarity and confidence; and a greater sense of control over the organization's destiny. At lower levels, distributed leaders and their teams will be better engaged with and aligned to organizational strategy, and feel greater ownership of and confidence in plans.
How well is your organization designed? Is it really designed to be scalable and optimised to achieve your vision, execute your strategy and fulfil your purpose? Or has it just evolved — perhaps not in the most considered manner?
Some people equate organization design with its structure describing it as lean, flat or hierarchical. However, the design of an organization is much more than the lines joining boxes on a structural wiring diagram. It involves aligning and integrating an organization’s structure, resources and systems together with the policies and processes through which work gets done, mythologies are formed, behaviour influenced and people enabled. It integrates strategic intent and the organizational ‘framework’, with tactical actions and role-relationships.
Good organizational design enables both ‘collective leadership capability’ and individual leadership, and results in effective communication flow, increased productivity, faster decisions made by those best placed to make them, shorter cycle times and increased innovation and adoption, and increased attraction and retention of talent. It also cuts costs by eliminating duplication and wasted effort and resources. It does not allow people to hide nor ‘politicians’ who are good at ‘managing upwards’ to claim others’ credit. It removes the stress of ‘all the accountability and no authority’— and it has immense potential to influence organizational behaviour and to drive results.
When the principles of organizational design are learned by executives and senior managers as part of leadership development, then the capability of the organization to continue to apply them as it evolves to face new challenges can be embedded; future change becomes less stressful and more effective — design remains optimal.
We will work with you to help you to:
This major organization design, development and culture change programme was the subject of a full academic research project which proved its success and a significant return on investment.” Business Unit General manager
I was sceptical about this ‘discipline’ —I thought it would make us rigid and inflexible. Instead it has been liberating.” Bank Division COO.