We design and redesign existing organisations to enhance capability or introduce new ways of working in a way that is coherent with the organisation’s direction and goals.
Organizational design and development is the process of organizing people within a structure that will support the mission, goals and activities of an organization in order to operate more efficiently and effectively. More than just moving boxes on an organizational chart, the objective of the Organizational Design and Development service is to advise clients on the options for efficiently and effectively aligning organizational resources in the direction of the organization’s goals, and prepare the organization’s people to perform effectively within the new structure.
How do we approach organisational design? We adopt a participative approach – working closely with our clients and their staff to improve understanding of the current environment, developing an appropriate organisation design and helping to implement it.
This may include some or all of the following:
Identify or reconfirm the mission, objectives and strategy of the organisation
Analyse the external environment including stakeholder analysis – with a future focus
Identify key business processes and improve them where possible
Understand the current culture and working practices
Identify and define new/revised roles and responsibilities and staffing numbers
Derive appropriate performance indicators on which to measure the new organisation
Following redesign, we provide a range of services, including provision of the practitioners, frameworks and tools needed to guide the organisation through the rollout of the change.
We also provide direct support and engagement with staff by learning and other development interventions, consultation and communications. This includes acting in a ‘critical friend’ capacity, providing independent review and support as the new structure settles in and delivers the planned benefits.
We deliver these services to customers in a number of different sectors both in the public and private sector and are even supporting clients in the development of their organisation structures to deliver nuclear new build aspirations.
Companies considering operating model redesigns are often prompted by a common set of triggers. These triggers could include: external factors, such as technological disruption or an evolution of the regulatory environment; strategy changes, such as a major acquisition or entry in a new market; or internal challenges such as excess cost and complexity, ineffective decision-making or a founder approaching retirement.
We ensure that our clients have the right operating model to address their specific challenges. Typically, there is often not one right answer, but a small set of feasible options that require objective evaluation in light of each company’s unique strategic needs.