Organization Design

1. Success and Failures in
Organisation Design
Name: Prasanth
Reg No: RA1952001020018
Subject: Organisation Design
Course: MBA

3. Organisational Design is a step-by-step
methodology which identifies functional aspects of
work flow, procedures, structures and systems, realigns
them to fit current business realities/goals and then
develops plan to implement the new changes. A clear
strategy for managing and growing your business.
Organisation Design

5. Success in Organisation Design
Vision
A vision is a vivid mental image of what you
want your business to be at some point in the future,
based on your goals and aspirations.
Benefits
A business benefit is a tangible outcome of an action or
decision that helps meet business objectives. That
definition serves well for many business planning,
decision support, and other analysis needs.

6.  Sponsorship
It is a form of promotion, often considered
PR, where a firm provides support for an event,
venture, organisation, person or charity by providing
money or other resources in order to obtain positive
publicity.
 Methodology
A system of broad principles or rules from
which specific methods or procedures may be derived
to interpret or solve different problems within the
scope of a particular discipline.

7.  Resources
An economic or productive factor required to
accomplish an activity, or as means to undertake an
entreprise and achieve desired outcome.

9.  Not knowing what you are trying to achieve
Before moving boxes and lines on
an organization chart, it is important to know why you
are doing the reorganization. Is it a result of a merger,
acquisition.
 Structuring an organization for specific personnel
It is not uncommon for key
people within an organization to have tremendous
influence due to their tenure, expertise, or importance
to certain client relationships.
Failures in Organisation Design

10.  Causing more disruption than needed
Scott Madden sometimes encounters
clients who view reorganization as an opportunity to “clean
house.” Although it is true that the need for change usually
provides a good opportunity to also address other
inefficiencies or problem areas, leaders should be cautious
about causing more disruption than necessary.
 Making decisions and/or having sidebar agreements
outside of the agreed-upon process
A sidebar or supplemental agreement
that compromises the documented, agreed-upon,
communicated process threatens project success.

11.  Skipping current state assessment
Many organizations desire to jump directly to
the organization design stage before conducting a detailed
current state assessment (CSA) that includes current costs,
volumes, and service levels of the organization.
 Breaking the circle of confidentiality
It is incredibly important for participants
involved in the redesign to keep project information inside the
circle of confidentiality. Revealing too much too soon to those
outside the “Circle of Trust” can threaten an organization’s level
of engagement and overall productivity.