organization design

1. SUCCESS AND FAILURE IN
ORGANISATION DESIGN
NAVYA DOMINIC
RA1952001020080

2. SUCCESS IN ORGANIZATION DESIGN
• ROCK YOUR ROLES
• EQUALLY IMPORTANT IS THE DEVELOPMENT OF THOSE HIRES – AND ALL TEAM MEMBERS –
THROUGHOUT THEIR ENTIRE CAREERS. OFFER THEM ONGOING RESOURCES AND TRAINING
TO ENSURE THEY CONTINUE TO BE INNOVATIVE THINKERS AND DOERS.
• DESIGN ROLES THAT WORK THE MUSCLE OF THE PEOPLE IN THEM — THAT GOES FOR BOTH
LEADERS AND TECHNOLOGY EXPERTS ALIKE.
• WHEN YOU IDENTIFY EMPLOYEE’S STRENGTHS, YOU CAN ALIGN THEM TO THE PROJECTS
AND TEAMS WHERE THEY’LL BE THE MOST EFFECTIVE. YOU CAN BALANCE THE NEEDED
SKILLS ACROSS TEAMS IN THE RIGHT PROPORTIONS, PER ELON MUSK.
• YOU CAN ALSO IDENTIFY WHERE TEAMS AND INDIVIDUALS NEED TO GROW, SO YOU CAN
SEEK OUT THE DEVELOPMENT OPPORTUNITIES THAT WILL SERVE THEIR NEEDS AND
POSITION THE COMPANY FOR FURTHER SUCCESS.
• ANOTHER WAY TO MAKE SURE YOU CAN BUILD UPON THE ENTIRE TEAM’S STRENGTHS?
COMMIT TO GIVING LEADERS A TEAM SIZE THAT’S MANAGEABLE.

3. • SUPPORT A CULTURE OF LEARNING
• THIS ONE IS SIMPLE: TO KEEP EMPLOYEES LEARNING, WORK LEARNING INTO EVERY DAY.
• IF IT’S TRUE THAT ONLY 34 PERCENTAGE OF EMPLOYEES ENGAGED AT WORK AND ONLY
HALF OF THEM FIND MEANING AND FULFILLMENT IN THEIR ROLES , THEN THERE’S ROOM
FOR IMPROVEMENT WHEN CONSIDERING ORGANIZATIONAL DESIGN. IT’S SMALL, CONTINUED
EFFORTS THAT MAKE A DIFFERENCE.
• ORGANIZATIONS THAT MAKE PROFESSIONAL DEVELOPMENT A HIGH PRIORITY AND PROVIDE
A RANGE OF FLEXIBLE TRAINING OPTIONS MAPPED TO BUSINESS NEEDS ARE THE MOST
SUCCESSFUL AT KEEPING THEIR TEAMS AT PEAK PERFORMANCE AND SKILL LEVEL.
• THE GOOD NEWS? TODAY’S TRAINING OPTIONS TODAY INCLUDE SO MUCH MORE THAN
WEEKLONG OFF-SITE SESSIONS AND CONFERENCES THAT PULL WORKERS FROM THEIR
ACTIVE PROJECTS.

4. • ORGANIZATIONS CAN EASILY PROVIDE ONLINE RESOURCES TO ENHANCE TECHNOLOGY
EXPERTISE, ALIGNING LEARNING TO KEY BUSINESS OBJECTIVES AND CLOSING SKILL GAPS IN
CRITICAL AREAS SUCH AS CLOUD, MOBILE, SECURITY AND DATA ANALYTICS. THEY CAN ALSO
OFFER TECHNICAL CERTIFICATION AS AN EMPLOYEE BENEFIT TO HELP KEEP SKILLS CURRENT.
• BRINGING ALL EMPLOYEES INTO THE LEARNING CULTURE WHILE KEEPING THE IT TRAINING
BUDGET UNDER CONTROL IS A SUREFIRE METHOD TO IMPROVE EMPLOYEE ENGAGEMENT WHILE
PREPARING THE ORGANIZATION FOR THE DIGITAL AGE. (AND READ WHY TRAINING BEATS HIRING
IN THE “THE REAL COST OF HIRING AND TURNOVER ”)
• OUR OWN 2016 SURVEY CONDUCTED BY CEB CONFIRMS THAT LEARNING IMPROVES EMPLOYEE
RETENTION. WHEN A COMPANY INVESTS IN AN EMPLOYEE’S CAREER THROUGH TRAINING, JOB
SATISFACTION AND LOYALTY INCREASES NATURALLY FOLLOW, AND IN A BIG WAY.
• MOST IMPORTANTLY, A ROBUST TRAINING PROGRAM TRANSLATES TO MORE ENGAGED WORKERS
AND BIGGER PROFITS. EMPLOYEES BENEFIT BY USING THEIR SKILLS TO MAKE AN IMPACT ON THE
COMPANY GOALS, MAKING THEM MORE ENGAGED AT WORK. BUSINESSES BENEFIT BY HAVING
HAPPY EMPLOYEES WHO REMAIN IN THEIR JOBS AND PERPETUATE THE SUCCESS OF THE
ORGANIZATION.

5. FAILURE IN ORGANIZATION DESIGN
• INADEQUATE CHANGE LEADERSHIP SKILLS
• ONE COULD EASILY ARGUE THAT THIS IS THE #1 CAUSE OF FAILED ORGANIZATION DESIGN .
WHY? BECAUSE EVERY ISSUE OR PROBLEM WITHIN A GIVEN CHANGE INITIATIVE EITHER GETS
PREVENTED, SOLVED, OR CAUSED BY THE SHILLS OF THE CHANGE LEADERS IN CHARGE. AND
THE TRUTH IS, WE DON’T ADEQUATELY TRAIN OUR LEADERS TO BECOME COMPETENT
CHANGE LEADERS. LEADERSHIP DEVELOPMENT IS A PART OF VIRTUALLY ALL LARGE
ORGANIZATIONS, BUT CHANGE LEADERSHIP DEVELOPMENT IS SORELY MISSING. THE NET IS
THAT LEADERS TEND TO RUN CHANGE INITIATIVES LIKE THEY RUN THEIR ORGANIZATIONS,
AND THE TWO ARE VASTLY DIFFERENT.

6. • STRUCTURE AND SYSTEMS REQUIREMENTS
STRUCTURE AND SYSTEMS (PARTICULARLY IT) CHANGES MAY BE
REQUIRED FOR CHANGE BUT ARE ALMOST ALWAYS OVERUSED AS
EITHER THE ANSWER OR THE EXCUSE. OVERDEPENDENCE ON
STRUCTURE AND SYSTEMS RESULTS IN CONFUSION AND SAPPED
ENERGY, AND IS A GREAT TECHNIQUE FOR STALLING PROGRESS.
• APPROPRIATE SKILLS AND RESOURCES
SUCCESSFUL CHANGE OFTEN DEMANDS NEW SKILLS THAT ARE BEING
CREATED; REQUIRING SOME LEVEL OF TRANSITION RESOURCES
UNTIL NEW SKILLS ARE FULLY FUNCTIONAL. LACK OF THE RIGHT
TALENT (SKILLS) AND RESOURCES AGAINST AN OPPORTUNITY IS
CERTAIN FAILURE; YET ORGANIZATIONS CONSISTENTLY REPEAT THIS

7. • MOBILIZED AND ENGAGED PIVOTAL GROUPS
ORGANIZATIONS THAT SUCCEED TAP CRITICAL INTERNAL INFLUENCERS TO
CHAMPION THE CHANGE AND ACTIVELY ENGAGE STAFF IN DRIVING THE
CHANGE. GETTING BEYOND BASIC CHANGE RHETORIC REQUIRES A
COMPELLING EMPLOYEE VALUE PROPOSITION (“WHAT’S IN THIS FOR ME,”)
ACHIEVABLE GOALS, TOOLS AND SHARED INFORMATION.
• TIGHT INTEGRATION AND ALIGNMENT OF ALL INITIATIVES
MAJOR CHANGE INEVITABLY REQUIRES DOZENS OF INITIATIVES (STRATEGY
PROJECTS, RE-ENGINEERING EFFORTS, TRAINING, LEADERSHIP
DEVELOPMENT, COMMUNICATIONS, TECHNICAL REDESIGN, NEW
MEASUREMENTS, ETC.). THE RESULT IS A MASSIVE INTEGRATION
CHALLENGE. FAILURE RESULTS FROM LOCALLY AND GLOBALLY ISOLATED
PROJECTS, CROSS-PROJECT CONFLICTS, RESOURCE COMPETITION, AND
CONFUSION AS TO HOW PROJECTS DO OR DON’T RELATE.
• LEADER ABILITY AND WILLINGNESS TO CHANGE
THE CEILING ON ANY ATTEMPT TO CHANGE AT THE PROJECT, DEPARTMENT
OR ORGANIZATION LEVEL IS SET AT THE LEADERS’ WILLINGNESS TO

8. THE END