Optimizing Organisation Design & Development

Optimizing Organisation Design & Development

Making work systems better: organizing your company to get the work done

Do you organization’s structure, systems, and processes strengthen your ability to evolve in support of business strategies? Is your company organized to get work done efficiently AND effectively? What can you do to increase productivity without driving out the creative spirit of employees? How can you significantly improve working relationships?

Based on the work of E. Jaques, M. Van Clieaf and many others we developed a proven approach to enhance financial performance, innovation, customer experience and employee engagement.

Projects

Organize around levels of contribution

Organize around levels of contribution

“One of our biggest improvements has been in business planning and strategy execution. Because we had taken the time to properly align the organization, we have been able to create and overlay a cascading business planning and review system in which employees have clearer deliverables with more appropriate complexity at each level. This is extremely powerful.”

Clearly define accountabilities and authorities for all roles

Clearly define accountabilities and authorities for all roles

“The implementation of better role alignment and related leadership processes, enterprise wide, lead to new found organizational capabilities and opportunities. One of the major benefits we realized is a higher level of added value from managers. We reframed the expected contribution and are now having managers think, talk, and act with broader and longer-term perspectives than they had before. This is a key foundation in ensuring that we deliver, by appropriate roles in a coordinated way, the right mix of short and long-term results to materialize our strategic plan.”

Clearly define the nature of working relationships

Clearly define the nature of working relationships

“We have accomplished a lot. Interestingly, one of the important outcomes was better understanding why we weren’t able to accomplish some things. This understanding was critical in our change process. For example, we understood that being caught up in silos was related to misaligned roles and unclear cross functional accountabilities and authorities. Roles are now clearer, and jobs are deeper and more robust..; Breaking down silos resulted in better customer focus and has lead to better retention and satisfaction of customers.”

Setting-up self-managed organizations

Setting-up self-managed organizations

“So much of what we call management consists in making it difficult for people to work. Our basic challenge however was to find out how we could strengthen the possibilities of the team members so that they needed the least amount of direction-setting from above. Applying the nine practices helped us to put purpose at the heart of decision-making process and simplify both our own lives and those of our clients.”

Managing your innovation portfolio

Managing your innovation portfolio

“Rather than hoping that our future would emerge from a collection of ad hoc efforts and projects, we started to manage for “total innovation”. In order to realize a healthy balance between core, adjacent and transformational innovation, we adapted our toolbox and put a system in place to hold every level accountable for its contribution to the innovation process. This significantly improved the overall return on our innovation investments.”

Structuring for customer experience

Structuring for customer experience

“Truly enlightening. There is one fundamental principle for Connect & Transtorm that is encapsulated in the company name. They believe it is OK to have a great thought or idea, but it means nothing unless you connect it with future practices and critically working out how these could be practically implemented. We found it crucial to transform our structure and processes to develop customer experiences that truly differentiated us from our competitors.”