Organizational Design

Organizational design is a step-by-step methodology which identifies dysfunctional aspects of work flow, procedures, structures and systems, realigns them to fit current business realities/goals and then develops plans to implement the new changes. The process focuses on improving both the technical and people side of the business.

For most companies, the design process leads to a more effective organization design, significantly improved results (profitability, customer service, internal operations), and employees who are empowered and committed to the business. The hallmark of the design process is a comprehensive and holistic approach to organizational improvement that touches all aspects of organizational life, so you can achieve:

  • Excellent customer service
  • Increased profitability
  • Reduced operating costs
  • Improved efficiency and cycle time
  • A culture of committed and engaged employees
  • A clear strategy for managing and growing your business

By design we’re talking about the integration of people with core business processes, technology and systems. A well-designed organization ensures that the form of the organization matches its purpose or strategy, meets the challenges posed by business realities and significantly increases the likelihood that the collective efforts of people will be successful.

As companies grow and the challenges in the external environment become more complex, businesses processes, structures and systems that once worked become barriers to efficiency, customer service, employee morale and financial profitability. Organizations that don’t periodically renew themselves suffer from such symptoms as:

  • Inefficient workflow with breakdowns and non value-added steps
  • Redundancies in effort (“we don’t have time to do things right, but do have time to do them over”)
  • Fragmented work with little regard for good of the whole (Production ships bad parts to meet their quotas)
  • Lack of knowledge and focus on the customer
  • Silo mentality and turf battles
  • Lack of ownership (“It’s not my job”)
  • Cover up and blame rather than identifying and solving problems
  • Delays in decision-making
  • People don’t have information or authority to solve problems when and where they occur
  • Management, rather than the front line, is responsible for solving problems when things go wrong
  • It takes a long time to get something done
  • Systems are ill-defined or reinforce wrong behaviors
  • Mistrust between workers and management