Organisation design

estructuring is frequent once again in our organizations. Is all this really necessary or are we Just take offting it very wrong? Do we keep introductioning in the traditional and two dimensional panache we have always designed our organizations in? Let us rethink why we would restructure in the first place and how we would do it in a way that is more sustainable and less riotous to the organization. Lets start with some simple ideas and principles. Include organization design as part of your strategic cookery process. When your business model or value chain flip-flops, your overall structure needs to change with it.For former(a) times, accountabilities and roles need to continually evolve. pretend broad roles that can evolve, not tightly defined jobs. Remember we frequently encounter problems beyond our channel descriptions and we need to develop people so they can be redeployed. When you restructure, change the way the work is done or there will be no change. Functions focused on effectiveness cannot state to functions focused on efficiency Functions focused on long-range development cannot report to functions focused on short-range results Having the wrong people in the wrong roles will continue to amaze the structure ineffective.Understand that there will always be paradoxes in the system like centralization AND decentralisation and learn to manage it through behavior rather than structure. No amount of restructuring can make up for leadership and culture failures. Restructures often dont change power structures. People like creating extra layers to serve their experience agendas. Do not allow it if the business model and value chain does not require it. Lets mend how we do things using 4 fundamentals. 1 .Job families based on the value chain broken round off into nerve center and oblige The first step is to design value chain based Job families a Job family is a cluster of roles that have a lot in common as furthest as competencies a nd outputs are concerned. Identify the core functions that must be performed in support of the business strategy. prepare what each function will have authority and be accountable for. Once his is clear, support Job families can be defined. Examples are Finance, Human Resources and Operations. Support should never be greater than core. . Levels of work straight off define the right number of levels. The starting point, says Jacques, is to get the right structure, including the right number of vertical layers, and light accountability and authority not only in manager-subordinate working relationships, but in cross-functional working relationships as well Oases, The Aims of Requisite Organization, in Requisite Organization). All roles in a level have a similar approach to work, and a similar level of complexity, regardless of the business unit or Job family they fall into.This paves the way for clear goal alignment. You should not have more than 5-6 levels of work in kernel for e xample Operational employees, First line leaders, Expert leaders, Executive Leaders and Strategic leader(s). 3. Systems thinking to get governance and matrix structures right Now make sure you put the governance , organization support and matrix structures over it that can manage the accountabilities and risk appetites of your functions and ensure you understand where to place resources between core and support and between central and decentralized functions. . Generic roles, not people And very importantly When creating the structure, dismiss the people involved and just identify the core and support business functions that must be performed. Create generic roles that are not person dependent and can evolve. Have similarities in role design across levels and in Job families and only define the unique bits differently. This makes it much easier to redeploy people kind of of making them redundant whilst growing other parts of the business.The ensuing limning looks like this If we evolve the picture further to incorporate the matrix and governance designs the final design will look something like a three dimensional matrix using the Biometric design developed by DRP. Elisabeth Dossal If you need religious service in developing a sustainable well-designed organization structure, please contact me on emailprotected Com.