Metamorphosis Management Group frameworks & approach to working with leadership team, and setting up effective organizational design. The approach - can be described in these slides. The WORK - to engage leaders & stakeholders to change their organization - you'll need to experience directly.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Following this presentation you will:
- Understand the main features of an organisation.
- Identify the main features of the different organisations structures: Tall, Flat and Matrix/Project.
- Understand the importance of setting objectives in managing an organisation.
- Understand the purpose and role of mission and vision statement in managing an organisation.
When a business' strategy changes, its structure needs to change with it. These 5 principles will help you design a structure that is aligned with your vision, values and business priorities.
Leading Organizational Design and TransformationWilliam Evans
In this talk, Organizational Designer and Strategy consultant Will Evans poses these five provocative questions which he will explore with wit, a bit of biting sarcasm, and a healthy dose of compassion:
How can companies develop product design processes that help the organization adapt to change when nobody likes change?
How can companies foster emergent innovation within the organization while spending all day in countless meetings?
How can leading enterprises approach digital transformation when they all seem to fail miserably at it?
What are the principles of a resilience strategy for companies that can’t seem to figure out what the hell they are doing?
Why is becoming a “Design-Driven Organization,” so damn hard, probably a pipe dream, and why most advice from experts, consultants, and UX thought-leaders isn’t just wrong, it’s probably a fraud?
Learn new frames to revitalize your product design organization, to gain cooperation, to improve strategic thinking and creative problem solving, to boost performance, and to extract maximum benefit from new options.
In this talk, we’ll hope to discuss:
Designing organizational resilience.
Move from competing agendas to organizational alignment.
See the “big picture” of the complexities of systems-wide change.
Enable creativity and flexibility in problem solving.
Leverage problems & dilemmas to enhance organizational strategy.
Ready your organization to create new options.
Leading & Managing Transformational ChangeDavid Moon
Successful transformational change requires leaders throughout the organization to focus relentlessly and courageously in three areas: align the organization by building clarity and commitment, equip the organization for future success and maintain the diligence, courage and a bias for action to sustain the change
Following this presentation you will:
- Understand the main features of an organisation.
- Identify the main features of the different organisations structures: Tall, Flat and Matrix/Project.
- Understand the importance of setting objectives in managing an organisation.
- Understand the purpose and role of mission and vision statement in managing an organisation.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
How to Structure for Strategic Success: Essentials to Effective Organization ...Blaze Petersen
Having trouble making progress on your strategic plan? Organization design could be to blame. In this presentation, we shed light on why your current organization design efforts may be lacking and how to support strategy execution through a well-designed organization.
• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
First published In 1996, John P. Kotter's Leading Change became a classic outlining an eight-step program for organizational change that was embraced by executives around the world. Then, Kotter and co-author Dan Cohen's The Heart of Change introduced the revolutionary "see-feel-change" approach, which helped executives understand the crucial role of emotion in successful change efforts. The Heart of Change Field Guide written by Dan Cohen and forwarded by John Kotter provides leaders and managers tools, frameworks, and advice for bringing these breakthrough change methods to life within their own organizations.
How to Structure for Strategic Success: Essentials to Effective Organization ...Blaze Petersen
Having trouble making progress on your strategic plan? Organization design could be to blame. In this presentation, we shed light on why your current organization design efforts may be lacking and how to support strategy execution through a well-designed organization.
• Matrix structures combine the benefits of traditional functional & product / service based structures. In a matrix reporting channels form a grid, and employees typically report to both a functional leader as well as a product or service based leader.
• Prior to adoption, an organization should understand the advantages and challenges associated with the matrix structure, as well as how such structure would address the specific needs of the current and future business. Matrix structures have several advantages over conventional one, such as flexible allocation of resources, increase information flow & increase employee autonomy. However, in addition to being extremely difficult to implement and sustain, matrix structures can incur greater overhead costs and increase internal competition for limited resources.
• If an organization decides to adopt a matrix , then it should be aware that, to succeed, the transition will require significant investment of both time and effort. Simply adopting a matrix structure is no guarantee for success, and such fundamental changes to an organization are not made swiftly. Organizations should acknowledge that changing cultural attitudes and norms, increasing levels of emotional intelligence and awareness, and developing effective training for employees and leaders are all critical components in maximising a matrix structure’s potential success.
• Organizations also should give thought to how they will navigate the unique challenges associated with successfully adopting a matrix structure, such as the increased potential for misaligned goals, unclear roles, responsibilities , ambiguous authority, the lack of matrix guardianship and silo- focused employees.
Large scale change and high performance systems - comprehensive OD intervent...manumelwin
When a number of OD and other interventions are combined to create major changes in the total culture of an organization, the term large scale is used.
The creation of high-performance systems, high-performance organizations, high- involvement organizations, or self designing organizations- usually involve a broad array of interventions, and typically extensive member participation and involvement.
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Are you a measured-manage organisation? Let's self-scan.
Do you have agreed-upon measures?
Do you have a financial and non-financial balance?
Do you link strategy and operations?
Do you update scorecards regularly?
Do you have effective communications?
We have premium executives from our nurtured knowledge community. They give their best when clients need quick solutions, transformation or out-performing results, throughout in the world. Our management vogue is incredibly simple, we have a tendency to roll up our sleeves and find “stuck within the business”, to confirm that no detail is left unaccounted; while operating with the workforces to make a much better and sustainable business.
The Star Model™The Star Model™ framework for organization .docxalisondakintxt
The Star Model™
The Star Model™ framework for organization design is the foundation on which a
company bases its design choices. The framework consists of a series of design policies
that are controllable by management and can influence employee behavior.
The policies are the tools with which management must become skilled in order
to shape the decisions and behaviors of their organizations effectively.
POLICIES STRATEGIES
They are general statements
that guide organizational
decision-making.
They are specific plans made
to achieve specific goals.
They don´t require action plan. They require action plan.
They are standing plans made
for repetitive activities.
They are single use plan made
for non- repetitive activities.
They are guidelines to
managerial action and decision
making.
They guide commitment of
organizational resources in a
specific direction.
They are made for smooth
conduct of the organization as
a whole.
The are made for achieve a
specific objective.
Strategies and Policies:
Both strategies and policies help to make decisions to achieve
organisational goals.
Clear strategies and policies provide right direction and guidance to organizational goals and plans.
The Star Model™
Strategy.
Strategy is the company’s formula for winning. The company’s strategy specifies:
goals and objectives, values, missions, and the basic direction of the company.
The strategy specifically delineates the products or services to be provided, the
markets to be served, and the value to be offered to the customer. It also specifies
sources of competitive advantage.
Area Description
Specialization.
It refers to the type and numbers of job specialties used in
performing the work.
Shape.
It refers to the number of people constituting the
departments (that is, the span of control) at each level of the
structure.
Distribution of power.
In its vertical dimension, refers to the classic issues of
centralization or decentralization. In its lateral dimension, it
refers to the movement of power to the department dealing
directly with the issues critical to its mission.
Departmentalization.
Is the basis for forming departments at each level of the
structure. The standard dimensions include functions,
products, workflow processes, markets, customers, geography.
The Star Model™
Structure.
The structure of the organization determines the placement of power and authority
in the organization. Structure policies fall into four areas:
The Star Model™
Processes.
-Information and decision processes cut across the organization’s structure.
-Management processes are both vertical and horizontal.
Horizontal Processes.Vertical Processes.
VP allocate the scarce resources of
funds and talent. Vertical processes
are usually business planning and
budgeting processes.
HP are designed around the workflow,
such as new product development or the
entry and fulfillment of a customer
order.
The Star Model™
Rewards.
Th.
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Designing Organizations For High Performance
1. — CONFIDENTIAL —
Not for Distribution
CONTACT:
http://www.metamg.com
info@metamg.com
914-613-3187 ofc
Developing & Implementing
Effective Organizational Design
Overview & Considerations
Strategy | Organization | Execution
Change that Matters. Results that Count.™
2. 2
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Legacy Organizations Often Carry With Them Both
Visible and Hidden Costs…
Failures of Performance… and erosion of ability to keep pace with
increasing performance demands
Redundant staffing & services, & inconsistent messages to customers
• Organization has become highly fragmented & dispersed
• Coordination / governance mechanisms absent
Excessive layers, narrow spans of control…
mean bureaucratic build-up, with slow “bottle-necked” decision making
• Huge potential for stripping out costs & addressing root causes of
organizational dysfunction & obesity
Institutionalized layers of management, causing micro-management & lack
of accountability
• Work not delegated to appropriate levels.
• From outside, organization looks bureaucratic or incompetent … but
the real culprits are ill-defined accountabilities & incomplete
performance measures
• Redundant levels & approvals enable (or force) staff to “pass the
buck”
How Does Your
Business
Structure Drive
(OR Limit)
Performance?
3. 3
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
What is Organizational Design?
Good organizational design is the “full-system” plan that defines:
• Overall organizational goals and strategy,
• The grouping and assignment of tasks,
• The processes and systems by which tasks get done,
• The structuring of functions, jobs and roles,
• The relationships among organizational units (the cross-organizational linkages
among business units and functions),
• The assignment of resources,
• The forms of decision-making and governance,
• The focus of managerial behavior, time and attention,
… and other key elements that enable an organization to marshal capabilities, and
efficiently and effectively deliver needed results
A good organizational design comprehensively addresses the
key performance issues
4. 4
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Organizational Practices Evolve During Periods of Growth
As Organizations Solve “Earlier Problems”, the Next Challenges Are Created
“Evolution and Revolution as Organizations Grow”, Greiner, Harvard Business Review, May-June 1998
5. 5
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Organizational Practices Evolve During Periods of Growth
As Leaders Solve “Earlier Problems”, They Create New/ Next Challenges
Category
Phase 1:
Creativity
Phase 2:
Direction
Phase 3:
Delegation
Phase 4:
Coordination
Phase 5:
Collaboration
Management Focus Make & sell Efficiency of operations Expansion of market
Consolidation of
organization
Problem solving &
innovation
Organization Structure Informal Centralized & functional
Decentralized &
geographical
Line-staff & product
groups
Matrix of tear
Top Management Style
Individualistic &
entrepreneurial
Directive Delegative Watchdog Participative
Control System Market results Standards & cost centers Reports & profit centers
Plans & investment
centers
Mutual goal setting
Management Reward
Emphasis
Ownership Salary & merit increases Individual bonus
Profit sharing & stock
options
Team bonus
Resulting Crisis Leadership Autonomy Control Red tape Psychological saturation
Observations about
Company Evolution
What phases Have Been Evident at Your Organization?
What Worked Well/ Did Not Work Well In Each One?
“Evolution and Revolution as Organizations Grow”, Greiner, Harvard Business Review, May-June 1998
6. 6
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
The “Right” Way to Structure an Organization Depends on the Set of
Linked Elements Required to Accomplish its Top-Level Goals
Style
Top-
Level
GoalsSkills
Systems
Structure
Staff
Strategy
The people in the organization,
in corporate demographics, not
individual personalities.
Org chart/ descriptions showing who
reports to whom and how tasks are
divided up and integrated.
The coherent set of
actions aimed at gaining a
sustainable advantage
over competition.
How managers behave, through
invested time, attention, and
symbolic actions.
Capabilities possessed by the
organization as a whole as
distinct from the individuals.
Fundamental ideas, guiding concepts,
values and aspirations, sometimes
unwritten, beyond formal statements
of corporate objectives.
The processes and
procedures through
which work gets done.
Waterman, Peters & Phillips, “Structure is Not Organization,” Business Horizons, June 1980 - modified
Cross organizational linkages – defined & implemented - tie these
elements together
7. 7
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Implementing a Robust Organizational Change Builds On The Linked
Design Elements for a Strong Foundation
Current State
Where are we? How do we know? What’s our fact base?
Desired Future State
Top-Level Goals (incl. Vision & Values)
Strategy
The Need for Change:
Complications
Systems & Processes
Structure
Implementation
Reinforcement
(Style, Skills)
Source:
What is the
Current State of
this Foundation? Staff
8. 8
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Reinforcement: Organizational Leaders Define & Model the
New Organization and its Culture In Six Ways…
Members of organizations watch leaders to see...
1. Where do leaders focus systematic attention?
2. What (results/ behavior) do leaders measure & reward?
3. How do leaders frame & respond to critical incidents?
4. What are practices/ patterns around who gets hired,
fired, promoted?
5. How do leaders allocate resources?
6. What do leaders consciously model, teach & coach?
Schein, Edgar, Organizational Culture & Leadership, 1992.
How do
leaders
emphasize
and
reinforce
the overall
structure
and
culture?
9. 9
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Important Stakeholder Groups Each Have a Role to Play in the
Design & Implementation of An Organizational Design
Leader & Exec Team
1. Determine the Design Framework
What organizational capabilities do we
need to deliver on the strategy?
Current State
Assessment
+ Inventory: Vision, strategy, values;
Next-period and future-state business
objectives; organizational demographics; …
•What is the gap between where we are
and where we want to go?
2. Design the Organization…
Structure
What structure and org
roles meet strategic
design criteria?
Processes/ Lateral
Capabilities
How will work get
coordinated & integrated
across business units?
Reward Systems
How do we measure &
reward performance at
individual, team and org
levels?
People
How do we select &
deploy people into new
roles, manage their
performance and support
their development?
3. Develop Specific Details/ Plans…
By function and business unit, test/ assure the pieces all work together
4. Implement the New Design…
Develop and rollout a transition plan
Leadership Team
Steering Committee/
Work Groups
Whole Organization,
Each Org Unit
Galbraith, Downey, Kates, Designing Dynamic Organizations, 2002. (modified)
10. 10
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Toolkit – Samples Available on Request
Vision/ Mission/ Strategy/ Objectives
Change Management/ Strategic Communications
Culture Assessment and Intervention/ Shaping
Program Management and Project Execution
Process Mapping/ Improvement
Risk Assessment/ FMEA
Lean Improvement/ Non-Value Added Reduction
Failure Mode Assessment/ “Pre-Mortem”
Organizational-Functional Design/ Development
• Organizational Design/ Implementation
• Human Resources –
Job Profiling/ Planning, Compensation evaluation/ planning/ design
• Service Level Agreements
Discussion Draft - Do Not Circulate
11. 11
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
How Will Your Organization Develop & Implement Smart Design?
If you want to build a
ship, then don’t drum up
men to gather wood, give
orders, and divide the
work.
Rather, teach them to
yearn for the far and
endless sea.
-- Antoine de Saint-Exupery
Metamorphosis Management Group helps leaders execute strategy, build organizations,
and create results. We bring our years of experience to complement yours.
We are former managers, operators and consultants—who have worked as senior leaders in
general management, business development, sales & marketing, organizational
effectiveness, operations and consulting.
We partner with clients to get top- and bottom-line results, and to build/ develop client leaders
– in context, on real business problems in their organizations, with their peers/ senior team
colleagues. Our core work is supporting leaders: helping to enlarge personal capabilities,
engage organizations, and create desired futures.
Our clients achieve objectives through a structured process of engagement:
• Leaders set and communicate direction and targets
• Working teams
• … Define clear thinking – shared business logic, terms definition and operating-model
“languages”
• … Surface data – just the right amount – to support effective analysis and prioritization of the
opportunities in your “risk portfolio”
• … Drive decision-making processes through facilitated organizational-management and
workforce engagement
• Generate prioritized sets of options
• Create effective organizational implementation, execution, and change – on time, on budget
12. 12
— CONFIDENTIAL —
Not for Distribution
AIProcessRevis021805v2Organizational Design_MMG… .ppt
Contact Us
Evan Smith
evan@metamg.com
http://www.metamg.com
info@metamg.com
914-613-3187 ofc
Editor's Notes
Org design bigger than just org structure What are key business processes that deliver value for GBU’s and [OrgName] overall? Standardized planning not defined. Scorecarding is good.