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Ten slides in Ten minutes - A Perspective on Organisational Design


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A brief and humorous look at Organisational Design.

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Ten slides in Ten minutes - A Perspective on Organisational Design

  1. 1. SS Ten Slides in Ten Minutes: A Perspective on Organisational Design Presented by: Bill Graham APM.APMP July, 2013
  2. 2. Dominant ExclusiveEmerging PervasiveAbsent Symbiotic relationship with clients Sustainability Making the competitors irrelevant Projects ParticularPerforming PertinentPeople Places The Sustainable Business Imperative Building mutually beneficial and sustainable long-term client relationships Source: Sales Synthesis Multi-National Companies [MNCs] may embrace a new dawn or a long dark night. Know where you are going Slide: 2
  3. 3. Leadership Executive Management • Ensure that the Strategic Market Development initiatives support business aspirations • Delivery of revenue to the business • Mitigation of identified risks • Delivery of profit (value) to the client Structure Processes Growing a Business is not a spectator sport Source: Sales Synthesis Organisational Design is a Key Component of a Sustainable Business Centric Framework Moment of Truth Slide: 3
  4. 4. • Strategy moulded by present solutions portfolio • Strategy stagnation • Limited portfolio for growth potential • Indeterminate value propositions Culture ResourcesProcess Org Struct Strategy Learning • Sales personnel have limited portfolio of offerings • Largest number of employees working in security • Low number of resources in areas where customer contact is prime • Low number of resources in areas where revenue growth could be derived • Development programmes available but relevance needs assessing • Potential for building skills base • • Open, honest, ethical • Predominantly European • Willing to learn • Potential to mentor / coach & grow • Functional structure sound • Reporting structure confusion • Unclear demarcation of authority • Inadequate resourcing in certain units • World-class employee handbook • Appearance of sound policies • Low adherence to policies and resultant interventions Relevance of Organisational Design - determined through analysis Slide: 4 Armed with this information gaps may be determined & action plans crafted Source: Template, courtesy of Melrose Atteridge
  5. 5. Understanding the impact of cultural differences is key to global business success Model of Culture Time Focus Space Structure Action Time Orientation Power Communication Competition Source: Centre for Promoting Ideas, USA, 2012 Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’ Activities: One after the other – with detail; Concurrent activities – less detail Past, present, future: Traditional – short term gains through to long term plans /results Hierarchy versus Equality: Dictatorial through to involvement Wealth, performance, ambition versus Job satisfaction Doing or being Individualism or collectivism: Individual is self-reliant versus shared values of group Personal zone: Business rather than personal issues High context versus low context Slide: 5
  6. 6. Some major organisational failures can be fairly attributed to some of the C-Levels. Drowning at C-Level Some CEO’s have reached the age where the happy hour is a nap Be careful when fishing at the shallow end of the Gene Pool 'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons' - Michael Shermer Fact: C-Level people are intelligent and so, when they believe something, you can be certain they will find a way to convince others that it’s ‘the single version of the truth’. Thus, their decisions in terms of organisational design can be disastrous Slide: 6
  7. 7. The Organisational Design Paradox – Lowering of Productivity Source: Sales Synthesis Number of Resources in a key Business Unit Productivity The crest of sensibility [Optimal Design] Slide: 7 An over-resourced key Business Unit, impacts across the whole organisation The trajectory of hopelessness
  8. 8. The Organisational Design Paradox – Over-Resourcing across other Business Units to be able to Service at ‘Optimal Level’ Source: Sales Synthesis Slide: 8 An over-resourced key Business Unit, impacts across the whole organisation Over- Resourced Key Business Unit Optimum Resourcing Inflated Resourcing to interact with the over- resourcing of the Key Business Unit Business Units Inter Business Unit Interaction
  9. 9. Points to Ponder Slide: 9 • Most businesses reward those that are supportive of the group’s strategies and punish those who challenge the authority of the leaders by raising doubt/s • 'The mere fact that a man is noted in his particular field of research, astronomy, physics, or mathematics should not be considered as presumptive evidence of his ability to see correctly things outside his experience.' - Joseph Rinn • Business Personality: The shared culture, about a company, about each other, about the value of treating others with respect, about being proud of who you – and your colleagues are - and about loyalty and integrity [Being good when no one is watching] • ‘If you are riding a dead horse, the best strategy is to dismount.' - unknown • Legacy structures cannot drive new business opportunities.
  10. 10. Q&A Slide: 10