Your SlideShare is downloading. ×
0
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Making The Most of Your Team
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Making The Most of Your Team

802

Published on

Making The Most of Your Team …

Making The Most of Your Team

A presentation that guides you to a perfect organisation structure.

Visit us at www.zweigwhite.com for more information

Published in: Business
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
802
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Making the Most of Your Team Visit us at: www.zweigwhite.com
  • 2. Best Practice ZweigWhite is a Registered Provider with The American Institute of Architects Continuing Education Systems. Credit earned on completion of this program will be reported to CES Records for AIA members. Certificates of Completion for non-AIA members are available on request. This program is registered with the AIA/CES for continuing professional education. As such, it does not include content that may be deemed or construed to be an approval or endorsement by the AIA of any material of construction or any method or manner of handling, using distributing, or dealing in any material or product. Questions related to specific materials, methods, and services will be addressed at the conclusion of this presentation. © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 2 Visit us at: www.zweigwhite.com
  • 3. Organization Structure Why care about the organization’s structure? • Our work depends entirely on our people, so our organizational structure defines our operational model • An effective organizational structures contributes to our successfully accomplishing both our most audacious strategic goals and rote business functions • It should express our firm’s culture, enable communications, assist in the flow of information, and promote accountability © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 3 Visit us at: www.zweigwhite.com
  • 4. Strategy and Structure Strategy and Structure Change in strategy requires a change in structure Structural Reorientation Structure dictates how objectives & policies are Structure dictates established resource allocation • Structural reorientation will not make a bad strategy good or elevate poor leaders and managers to a level required for success. • Strategies should be achievable. If the strategy requires massive or complicated organizational changes, that strategy should be reconsidered. © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 4 Visit us at: www.zweigwhite.com
  • 5. Common Organizational Concerns These issues often inspire firms to reorganize: • Role confusion • Multiple or conflicting roles • Locus of control and accountability • Concentration of power • Match between size and type • Role and leadership development • Expediency vs. strategy • Scalability and sustainability © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 5 Visit us at: www.zweigwhite.com
  • 6. Enhancing Organizational Clarity • Roles and responsibilities • Individual and team accountability • Interactions and interrelations • How things get done • Communications linkages • Flow of information • Career path options and opportunities © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 6 Visit us at: www.zweigwhite.com
  • 7. Guiding Principles • It’s better to be organized than not • It’s better to have a right one than a wrong one • Structures can and should change, evolve • What do clients see, believe, want, care about? • There’s not just one right answer • Structure helps, but doesn’t solve, all the firm’s problems… In fact, all structures create problems © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 7 Visit us at: www.zweigwhite.com
  • 8. “How do I get a copy of the org chart?” • It’s a secret. • Why do you need it? • It’s not written down. • We have one….we do? • It just causes trouble. • I really hate this stuff. © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 8 Visit us at: www.zweigwhite.com
  • 9. Common A/E Organization Types • Geographic • Functional • Studio • Client/Market • Matrix • Hybrid © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 9 Visit us at: www.zweigwhite.com
  • 10. Geographic Executive Leadership Managing Director Managing Director Managing Director New York New Jersey Asia Project Manager Project Manager • Creates very clearly defined organizational boundaries and reinforces those boundaries in the most effective way possible • Can generate internal competition and cultural dissonance • Inhibits the movement of expertise across the firm, can prove problematic if all locations do not provide all services • Clients might see firm as smaller if only familiar with one location © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 10 Visit us at: www.zweigwhite.com
  • 11. Functional Executive Leadership Vice President Vice President Vice President Architecture Interior Design Planning Project Manager Project Manager • Most common form of professional organization, highest comfort level for design professionals • Groups professionals together maximizing opportunities for professional development • Focuses market on offerings of single services • Inhibits workflow across functions © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 11 Visit us at: www.zweigwhite.com
  • 12. Studio Executive Leadership Studio Leader Studio Leader Studio Leader Director Director Director Director Design Planning Production Interiors • Creates dynamic, multidisciplinary teams that can respond to diverse challenges • Clients do not see consistent dedication to project types, markets, or disciplines • Constant shifts in project type can create management challenges with regard to scheduling and assigning resources © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 12 Visit us at: www.zweigwhite.com
  • 13. Client/Market Organization Executive Leadership Managing Director Managing Director Managing Director Residential Development Commercial Development Institutional Project Manager Project Manager • Presents a clear message to the marketplace, defining clients served • Promotes the development of client expertise throughout the organization • Makes some professionals uncomfortable as working for similar clients can inhibit the development of technical breadth © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 13 Visit us at: www.zweigwhite.com
  • 14. Matrix Organization Executive Leadership Vice President Vice President Operations Civil Engineering Project Manager Project Manager Senior Civil Senior Civil Residential Commercial Engineer Engineer • Overlays one organization (usually Market/Client or Geographic) onto a Functional organization • Provides for professionals’ remaining in groups while promoting focused project management • Solves some of the challenges inherent in the Functional organization at the expense of accountability © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 14 Visit us at: www.zweigwhite.com
  • 15. Hybrid Organization Executive Leadership Managing Director Managing Director Managing Director Managing Director Residential Commercial Institutional Survey Development Development Director Director Director Director Director Museums and Jordan Egypt UAE and Asia Schools Higher Ed • Organizes units according to what works best for given markets, leverage models, and professional behaviors • Captures some strengths of several of the models, but also weaknesses • Lack of a consistent model can create cultural challenges and even management issues © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 15 Visit us at: www.zweigwhite.com
  • 16. Ease of Workflow Ideal Workflow Typical Workflow Dysfunctional Workflow © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 16 Visit us at: www.zweigwhite.com
  • 17. Market Clarity Client Perspective • Work consistently with the same leaders and similar teams • Understand how to navigate the firm • Know what the firm offers • Experience consistency Internal Perspective • Teams develop client expertise • Services associated with client needs • Different strengths deployed to serve different clients © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 17 Visit us at: www.zweigwhite.com
  • 18. Cultural Clarity Structure Supports: • The mission of the firm • Characteristics that the firm values • Appropriately steep (or gentle) vertical relationships – the kind of hierarchy the firm wants • Movement up through the levels of the firm • Roles that team members understand and respect © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 18 Visit us at: www.zweigwhite.com
  • 19. Managerial Clarity Communication Intelligence • Works in all directions • Team members know where they need to go to get information they need • Information from clients and Collaboration from managers reaches team members to facilitate Dissemination implementation • Managers can make decisions based on reliable data © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 19 Visit us at: www.zweigwhite.com
  • 20. Managerial Clarity Chains of Responsibility and Accountable to… Accountability: Principals • Principals: Responsible for Firm, accountable to clients and stakeholders • Senior Managers: Responsible for Senior Others and becoming responsible Managers for Firm • Managers: Responsible for Self Responsible for… and becoming responsible for Managers Others • Team Members: Becoming responsible for Self Team Members © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 20 Visit us at: www.zweigwhite.com
  • 21. Financial Clarity • Facilitates managerial accounting practices (e.g. assignment of costs and revenues to units, allocation of overhead) • Necessitates little in the way of internal transfers of funds • Creates economically sound units… Ones based on the realities of business • Aligns financial incentives with cultural and managerial connections © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 21 Visit us at: www.zweigwhite.com
  • 22. Evaluating the Models Ease of Market Cultural Managerial Financial Structure Workflow Clarity Clarity Clarity Clarity Geographic ? - ? ++ ++ Functional - - ++ - -- Project ++ - ? -- + Client/ Market + ++ - ++ ++ Matrix ? - + - - Hybrid + - -- + + © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 22 Visit us at: www.zweigwhite.com
  • 23. Centralized Corporate Functions Executive Leadership Managing Director Managing Director Vice President Vice President Residential Commercial Finance and Marketing Development Development Administration Director Director Director Director Director Director Information Los Angeles San Francisco Pacific NW Accounting Human Resources Technology • Coexists as a separate organization • Marketing typically reports to Executive Leadership • Other Corporate Functions usually grouped into an administrative unit • As finding and retaining exceptional team members becomes more of a priority, more HR units report directly to executive leadership © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 23 Visit us at: www.zweigwhite.com
  • 24. Distributed Corporate Functions Executive Leadership Managing Director Managing Director Managing Director West Palm Orlando Tampa Office Manager Project Manager Project Manager • Most common in Geographic organizations • Exchanges high level competence and experience for more support level team members • Depends heavily on the functional capabilities of design professionals within the organization © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 24 Visit us at: www.zweigwhite.com
  • 25. Choosing an Appropriate Structure • So what is the answer? What is the right one? For most AE firms, we recommend the Market/Client structure… • Why? It scores high in both Market Clarity and Ease of Workflow All organization structures create challenges! © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 25 Visit us at: www.zweigwhite.com
  • 26. Market Focused Organization • Focused on delivering expertise and experience to specific types of clients • Better understanding of the client industries, strategies, business context • Operational improvement as teams mature • Highlights focus, even at expense of efficiency or discipline consistency • Key to differentiation in a mature industry context © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 26 Visit us at: www.zweigwhite.com
  • 27. Organizational Levels Shareholders Board of Directors Executive Leadership Operations Team (Functions/Geographies/Projects/Markets) © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 27 Visit us at: www.zweigwhite.com
  • 28. Each Level Has a Mission • Shareholders – Lead the firm by electing a Board of Directors • Board of Directors – Hire/Fire Executive Leadership, set compensation for Executive Leadership, address issues of ownership (serve as stewards for the Shareholders) • Executive Leadership – Develop and execute long term and annual strategies, lead and manage the Operations Team • Operations Team – Accomplish day to day activities © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 28 Visit us at: www.zweigwhite.com
  • 29. Not Just Organizing People • Strategy and planning • Core systems and processes • Project management/operations • Communications architecture • Information and knowledge • Culture © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 29 Visit us at: www.zweigwhite.com
  • 30. Changing (Improving) the Structure • Strategy comes first, then structure. • Be realistic about the effort and time (6-12 months) required. • Obtain broad stakeholder input. • Create the structure first, w/o filling in the boxes. • Realize there will be winners and losers. • Monitor re-evaluate, and adjust ongoing. • Separate people (performance) from structure • Use the incubator model – a learning laboratory. • Consider the clients, again and again. © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 30 Visit us at: www.zweigwhite.com
  • 31. Strategic Planning • What will the structure look like, or need to look like, in the future? • The organizational structure undergoes succession and transformation, just as do the names in the boxes. © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 31 Visit us at: www.zweigwhite.com
  • 32. Answers ZWEIGWHITE 321 Commonwealth Road Suite 101 Giles A. Jacknain Wayland, MA 01778 Tel:Principal, ZweigWhite 800-466-6275, 508-651-1559 Tel. (312) 368-6009 M-F 8:30 AM to 5:30 PM (EST) gjacknain@zweigwhite.com Anytime: Fax: 800-842-1560 or 508-653-6522 info@zweigwhite.com www.zweigwhite.com © 2009 ZweigWhite Executive Education & Management Training – All Rights Reserved 32 Visit us at: www.zweigwhite.com

×