The document discusses principles of effective organization design and structure. It notes that effective design considers five interrelated components: leadership, decision-making structure, people, work processes and systems, and culture. The document outlines different organization structure models including functional, geographic, program/product, customer/market, and matrix structures. It emphasizes that most organizations use a hybrid structure and notes linkages are often the biggest structural challenge nonprofits face. The document provides guidance on grouping structures, linking mechanisms, and principles for developing an effective organization structure.
Business Growth Planning Powerpoint Presentation SlidesSlideTeam
Introducing Business Growth Planning PowerPoint Presentation Slides. This business development PPT slide deck consists of templates describing company milestones, financial highlights, products, and services, revenue streams, etc. The company can present the financial highlights covering turnover, net assets, and EBITA, by using the corporate growth PPT visuals. Also, detailed information about various products and services offered to the customers can also be presented. Present different revenue streams by easily editing the slides. Our content-ready corporate strategies PowerPoint slideshow helps you to describe short term and long term goals of the company. It is easy to depict the SWOT analysis to analyze the strengths, weaknesses, threats, and opportunities of the company. These slides help to analyze growth strategies including diversification and product expansion matrix. Showcase the types of mergers, acquisitions, and joint ventures that the company will adopt to grow their business with the help of business planning PowerPoint themes. List down the impact of growth strategies on your business. You can also write down your five years financial plan covering profit and loss assumptions by downloading our professionally designed business development strategy PPT slides. https://bit.ly/2RaOczr
Monthly Business Review PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Monthly Business Review PowerPoint Presentation Slides. The deck consists of Monthly Business Review,Monthly Business Report,Monthly Company Review and much more. Download today to present a hassle free review.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
Business Growth Planning Powerpoint Presentation SlidesSlideTeam
Introducing Business Growth Planning PowerPoint Presentation Slides. This business development PPT slide deck consists of templates describing company milestones, financial highlights, products, and services, revenue streams, etc. The company can present the financial highlights covering turnover, net assets, and EBITA, by using the corporate growth PPT visuals. Also, detailed information about various products and services offered to the customers can also be presented. Present different revenue streams by easily editing the slides. Our content-ready corporate strategies PowerPoint slideshow helps you to describe short term and long term goals of the company. It is easy to depict the SWOT analysis to analyze the strengths, weaknesses, threats, and opportunities of the company. These slides help to analyze growth strategies including diversification and product expansion matrix. Showcase the types of mergers, acquisitions, and joint ventures that the company will adopt to grow their business with the help of business planning PowerPoint themes. List down the impact of growth strategies on your business. You can also write down your five years financial plan covering profit and loss assumptions by downloading our professionally designed business development strategy PPT slides. https://bit.ly/2RaOczr
Monthly Business Review PowerPoint Presentation SlidesSlideTeam
Presenting this set of slides with name - Monthly Business Review PowerPoint Presentation Slides. The deck consists of Monthly Business Review,Monthly Business Report,Monthly Company Review and much more. Download today to present a hassle free review.
Complete Business Frameworks Toolkit - Strategy, Marketing, Operations, Consu...Flevy.com Best Practices
Download this primer now from slideshare.
Full version here:
https://flevy.com/browse/business-document/complete-consulting-frameworks-toolkit-644
This is a very comprehensive document with over 350+ slides--covering 51 common management consulting frameworks and methodologies (listed below in alphabetical order). A detailed summary is provided for each business framework. The frameworks in this deck span across Corporate Strategy, Sales, Marketing, Operations, Organization, Change Management, and Finance.
These frameworks and templates are the same used by top tier consulting firms. With this comprehensive document in your back pocket, you can find a way to address just about any problem that can arise in your organization.
The level of detail varies by framework, depending on the nature of the management model. Examples, templates, and case studies are provided.
FULL LIST OF MANAGEMENT CONSULTING FRAMEWORKS & METHODOLOGIES:
1. ABC Analysis
2. Adoption Cycle ( Consumer Adoption Curve)
3. Ansoff Market Strategies
4. Balanced Scorecard
5. BCG Growth-Share Matrix
6. Benchmarking
7. Blue Ocean Strategy
8. Break-even Analysis
9. Business Unit Profitability
10. Economics of Scale
11. Environmental Analysis
12. Experience Curve
13. Cluster Analysis
14. Company & Competitor Analysis
15. Consumer Decision Journey ( McKinsey Consumer Decision Journey)
16. Core Competence Analysis
17. Cost Structure Analysis
18. Customer Experience
19. Customer Satisfaction Analysis
20. Customer Value Proposition
21. Fiaccabrino Selection Process
22. Financial Ratios Analysis
23. Gap Analysis
24. Industry Attractiveness & Business Strength Assessment
25. Key Purchase Criteria
26. Key Success Factors (KSF)
27. Market Sizing & Share
28. McKinsey 7-S
29. Net Present Value
30. PEST Analysis
31. Porter Competition Strategies
32. Porter's Five Forces
33. Portfolio Strategies
34. Price Elasticity
35. Product Life Cycle
36. Product Substitution
37. Relative Cost Positioning
38. Rogers' Five Factors
39. Scenario Techniques
40. Scoring Models
41. Segment Attractiveness
42. Segmentation & Targeting
43. Six Thinking Hats
44. Stakeholder Analysis
45. Strengths & Weaknesses Analysis
46. Structure-Conduct-Performance (SCP)
47. SWOT Analysis
48. SWOT Strategies
49. Treacy / Wiersema Market Positioning
50. Value Chain Analysis
51. Venkat Matrix
Strategy Execution
Success = Strategy + Execution
Do You Want to Crush your Sales Numbers? Strategy execution is the key to competitive advantage.
Then why are you spending so much time on building marketing plans compared to the time you spend on planning sales execution? The magic is in the execution!
Learn my 5 Step process to turning strategy into sales.
I can be reached at steven@starrseults.com or https://www.starresults.com/strategy-execution/
Regards,
Steven Rosen
150+ Strategy Frameworks & Templates by a McKinsey AlumStratechi.com
Visit https://www.stratechi.com/strategy-frameworks/ to download the 150+ page Compendium of Frameworks PowerPoint template created by a McKinsey Alum. The deck is loaded with many of the top frameworks including the BCG Matrix, McKinsey’s Three Horizons of Growth, SWOT Analysis, PESTLE Analysis, Porter’s Five Forces, Ansoff’s Growth Matrix, Business Model, Value Chain, Agile Framework, Conditions of Great Strategy, Prioritization Matrix, Customer Journey, Profit Tree, Change Management Model, 4Ps of Marketing, 8Ps of Marketing, 5Ws and 1H, SMART Goals, Stratechi’s People Strategy Framework, Sustainable Competitive Advantage, Net Promoter, Minto Pyramid Principle, Change Management Model, Will Skill Matrix, Project Management Triangle, Voice of the Customer, Conditions for a High-Performing Team, Sources of Synergy, the Customer Value Wedge, Six Sigma, ECSR Framework, Process Maturity Framework, First 100 Days, Roadmaps, Org Charts, Employee Journey, Stratechi’s Growth Matrix, Customer Dimensions, Types of Strategy, Lean Improvement Tools, Six Sigma, Process Maturity Framework, Strategy icons, tons of charts and worksheets, and much, much more.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
An example of a strategic analysis of a company: using Hubspot Inc. this presentation reviews the company's external and internal environments; employs the resource based view of the firm (RBV) and analyses competitive advantage and potential sustainability and strategic leadership of the company by innovators Halligan and Shah.
Logo and images of founders from Hubspot website, with full rights to images owned by them, http://www.hubspot.com/internet-marketing-company/press-room.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
"You can download this product from SlideTeam.net"
Presenting this set of slides with name - Five Years Procurement Roadmap. This is a five stage process. The stages in this process are Procurement Roadmap, Procurement Timeline, Purchasing Roadmap. https://bit.ly/313EHqx
Download the business model template at https://www.stratechi.com/business-model-template/ . Developed by a former McKinsey consultant, the business model strategy template is useful to develop your winning business model. Leveraging Stratechi's business model framework the template goes over mission, markets, customer segments, target geographies, value proposition, products, services, pricing, go-to-market, marketing, sales, distribution, core competencies, values, and organizational strategies.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
150+ Strategy Frameworks & Templates by a McKinsey AlumStratechi.com
Visit https://www.stratechi.com/strategy-frameworks/ to download the 150+ page Compendium of Frameworks PowerPoint template created by a McKinsey Alum. The deck is loaded with many of the top frameworks including the BCG Matrix, McKinsey’s Three Horizons of Growth, SWOT Analysis, PESTLE Analysis, Porter’s Five Forces, Ansoff’s Growth Matrix, Business Model, Value Chain, Agile Framework, Conditions of Great Strategy, Prioritization Matrix, Customer Journey, Profit Tree, Change Management Model, 4Ps of Marketing, 8Ps of Marketing, 5Ws and 1H, SMART Goals, Stratechi’s People Strategy Framework, Sustainable Competitive Advantage, Net Promoter, Minto Pyramid Principle, Change Management Model, Will Skill Matrix, Project Management Triangle, Voice of the Customer, Conditions for a High-Performing Team, Sources of Synergy, the Customer Value Wedge, Six Sigma, ECSR Framework, Process Maturity Framework, First 100 Days, Roadmaps, Org Charts, Employee Journey, Stratechi’s Growth Matrix, Customer Dimensions, Types of Strategy, Lean Improvement Tools, Six Sigma, Process Maturity Framework, Strategy icons, tons of charts and worksheets, and much, much more.
This Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Strategy Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Strategy Toolkit. It includes all the Frameworks, Analysis Tools & Document Templates required to excel in a Strategy position and define & implement a winning Strategy for your organization. This Slideshare presentation is only a small sample of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
An example of a strategic analysis of a company: using Hubspot Inc. this presentation reviews the company's external and internal environments; employs the resource based view of the firm (RBV) and analyses competitive advantage and potential sustainability and strategic leadership of the company by innovators Halligan and Shah.
Logo and images of founders from Hubspot website, with full rights to images owned by them, http://www.hubspot.com/internet-marketing-company/press-room.
Finance and Investment Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created by ex-McKinsey & Deloitte Consultants, and JP Morgan Investment Bankers, after more than 1,000 hours of work. It is considered the world's best & most comprehensive Finance & Investment Toolkit. It includes all the Frameworks, Tools & Templates required to improve the capability of your organization and boost your career. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com
"You can download this product from SlideTeam.net"
Presenting this set of slides with name - Five Years Procurement Roadmap. This is a five stage process. The stages in this process are Procurement Roadmap, Procurement Timeline, Purchasing Roadmap. https://bit.ly/313EHqx
Download the business model template at https://www.stratechi.com/business-model-template/ . Developed by a former McKinsey consultant, the business model strategy template is useful to develop your winning business model. Leveraging Stratechi's business model framework the template goes over mission, markets, customer segments, target geographies, value proposition, products, services, pricing, go-to-market, marketing, sales, distribution, core competencies, values, and organizational strategies.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...Rosenfeld Media
Ian Swinson: "Designing and Driving UX Careers: A Framework for Empowering UX Teams"
Enterprise UX 2016 • June 8, 2016 • San Antonio, TX, USA
http://2016.enterpriseux.net
Download additional slides, videos, and resources at https://www.christiansonjs.com/
Signup for The Free-Range Technologist, a monthly newsletter filled with creative commons resources, useful apps, and lifehacks: https://mailchi.mp/f8f0219bc305/jscott
Cover the basics of PM Organizational Structures (functional, projectized, and matrix).
Presentation delivered by Luis E. Taveras, PhD, Former Senior Vice President, Office of Integration, RWJ Barnabas Health at the marcus evans National Healthcare CIO Summit held in Pasadena CA, March 13-14 2017
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
The McKinsey 7S Framework is a management model developed by well-known business consultants Robert H. Waterman, Jr. and Tom Peters in the 1980s. This was a strategic vision for groups, to include businesses, business units, and teams.
2. Effective organization design considers five,
interrelated components
• Clear vision and priorities
• Cohesive leadership team
2. Decision
-making
and
structure
1. Leadership
• Organizational structure that
supports objectives
• Organizational and individual
talent necessary for success
5. Culture
4. Work
processes
and systems
• Clear roles and accountabilities
for decisions
• Performance measures and
incentives aligned to objectives
3. People
• Superior execution of
programmatic work processes
• Effective and efficient support
processes and systems
• ‘High performance’ values and
behaviors
• Capacity to change
Source: Bain & Company organizational toolkit and Bridgespan analysis
TBG
090115-OCW-Org Design Structure
2
3. Principles of effective organizational design
•
1
Consider all five components of the “wheel”: A
common misstep is to focus on structure alone
(boxes and reporting lines) as the solution
•
2
Align the five components to one another: One
element that “doesn’t fit” can limit the performance
of the whole system
•
3
Align strategy and organization to one another:
Organizational strengths and weaknesses influence
the range of feasible strategies; in turn, organizations
should evolve with any new strategic direction
TBG
090115-OCW-Org Design Structure
3
4. When structures are ineffective . . .
Likely root causes
Symptoms of an
ineffective organization
Leadership
Decisionmaking &
structure
People
Work
processes
& systems
Culture
Lack of coordination: work
unfinished, teams isolated, out-of step
Excessive conflict: Needless friction
among internal groups
Unclear roles: Functions overlap
and/or fall through the cracks
Gap in skills or misused resources:
Missing or underutilized skills or
resources
Poor work flow: Disruptions,
cumbersome processes
Reduced responsiveness: Slow
reactions to environmental shifts
Conflicting communications:
external stakeholders confused,
complaining
Low staff morale: lack of confidence
or drive; poor teaming
Note: “People” causes of excessive conflict are typically related to poor performance measures or incentives, not lack of talent or skill per se.
Source: Strategic Organization Design: An Integrated Approach, Mercer Delta Consulting (2000); Interview with Peter Thies, Equinox
Organizational Consulting; Bridgespan analysis
TBG 090115-OCW-Org Design Structure 4
5. Basic principles of effective structure
• No “right” answer: There’s no silver bullet; every
structure has strengths and weaknesses . . .
• But a better answer: However, there is likely to be a
“better” structure for a your strategy and stage of
development
–Analysis can help determine alternative structures that will
support the strategy
• Making necessary compromises: Given the organization’s
strengths & weaknesses, compromises in structure are often
necessary
–The final structure is likely to be a “hybrid” of the “best” options
• Managing tradeoffs: Whatever structure is selected, it’s
essential that the organization manage its inherent
weaknesses or tradeoffs
–The “levers” that help manage these tradeoffs are the other 4
elements of an effective organization (processes, people,
leadership, and culture)
TBG
090115-OCW-Org Design Structure
5
6. Structures have two components: groupings
and linkings of activities
Grouping
• How individuals, jobs, functions or activities
are differentiated and aggregated
• Optimizes information flow within the group
but typically creates barriers with other groups
Linking
• Mechanisms of integration used to coordinate
and share information across groups
• Enables leadership to provide guidance and
direction across the organization
An optimal structure balances differentiation
(through grouping) with integration (through
linking)
Source: Strategic Organization Design: An Integrated Approach, Mercer Delta Consulting (2000); Interview
with Peter Thies, Equinox Organizational Consulting; Bridgespan analysis
TBG
090115-OCW-Org Design Structure
6
7. We tend to spend 90% of our energy on
grouping but very little on linking because:
• Grouping decisions are usually the essence of the change in
structure (new units or reconfiguration of old units)
• Grouping is equated with the new hierarchy
• People’s jobs (especially those that have changed) are the result of
new grouping decisions
• People (incorrectly) assume that most organizational problems are
caused by having the wrong grouping
Bridgespan’s organization diagnostic data
reveals that coordination and linkages are the
#1 structural problem facing nonprofits
TBG
090115-OCW-Org Design Structure
7
8. Five grouping models to consider
Type
Common in . . .
• Functional
• Single-program organizations; most
frequently used by our clients
• Geographic
• Multi-site organizations; frequently
used by networks
• Program (“product”)
• Multi-service organizations and
Foundations
• Customer/Market
• Small organizations with narrow
customer focus, or large nonprofits
where programs/customers align
• Matrix
• Large and sophisticated nationwide
and/or global organizations
Most organizations end up with a “hybrid”
structure, combining elements of different
models but with one dominant approach
TBG
090115-OCW-Org Design Structure
8
9. Functional model
Executive
Director
Description • Organized around key functions or
departments
Finance and
Administration
Programs
Fundraising
• Organization is small and/or has single
Most
appropriate programmatic focus
• No need to manage across a large geographic
when:
area
Pros
Cons
Ways to manage cons
• Develops depth of skills in a
particular function or
department (most jobs are
functional in nature)
• Functions can work at
counter-purposes if they
have different priorities
and measures
• Focus on function rather
than overall organization
or beneficiaries
• Requires clarity of vision
and priorities, translated into
measurable departmental
and individual’s goals
• Ensure staff see their role in
serving customers through
processes
• Processes across
functions can break
down; individuals unclear
on their role
• Cross-functional
decisions get pushed up
for ED resolution
• Ensure key work processes
are defined, including roles
across departments
• Promotes functional
innovation, scale and lower
costs
• Simple, easy for each
department to understand
their core responsibilities,
and to hold them
accountable
• Make decision-making explicit
(e.g. RAPID tool)
Source: Peter Thies, Equinox Organizational Consulting and Bridgespan
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10. Geographic model
Executive
Director
Description • Organized around major geographies
US
• Organization is large with multiple programs,
Most
appropriate often different across geographies
• Local differences are critical for success (e.g.
when:
Africa
Asia
Program A
Program B
Program A
Support
Support
Support
regulation, fundraising, economics)
Pros
Cons
Ways to manage cons
• Resources needed to
succeed within a geography
are available
• Allows greater customization
of programs or services by
region
• Enables clear focus with
accountability for results by
geography
• Enables focus on geographic
funding sources
• Requires strong skills,
particularly of geo head
• Leads to functional
duplication and potential
loss of control
• Focus on hiring, training,
and best practice sharing
• I.D. functions to manage
globally (e.g. finance);
create hybrid structure
• Work processes and
output (e.g., services)
may differ across geos
• Creates confusion about
who makes decisions
• Organization becomes
heterogeneous; not a
unified culture
• Determine if any key
processes should be done in
common way
• Make decision-making explicit
(e.g. RAPID tool)
• Develop and reinforce
elements of common culture
(if important)
Source: Peter Thies, Equinox Organizational Consulting and Bridgespan
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11. Program (“product”) model
Executive
Director
Description • Organized around major programs
• Programs are very different from one another
Most
(e.g. different customers, economics, etc.);
appropriate these factors are similar across geographies
• Resources and skills needed to succeed by
when:
program are very different
Afterschool
programs
Heath Care
programs
Aging
programs
Operations
Operations
Operations
Support
Support
Support
Pros
Cons
Ways to manage cons
• Promotes depth of
understanding within a
particular program area;
promotes program innovation
• Resources needed to
succeed within a program
are available
• Enables clear focus with
accountability for program
results
• Enables focus on funding
sources which are often
program oriented
• Requires strong skills,
particularly program
heads
• Leads to functional
duplication and potential
loss of control
• Focus on hiring, training,
and best practice sharing
• Difficult to coordinate
common customers
across programs
• Develop work processes and
systems that enable
management and tracking of
customers
• Develop and reinforce
elements of common culture
(if important)
• Organization becomes
heterogeneous; not a
unified culture
• I.D. functions to manage
commonly (e.g. finance);
create hybrid structure
Source: Peter Thies, Equinox Organizational Consulting and Bridgespan
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12. Customer/market model
Executive
Director
Description • Organized around customers/clients
(beneficiaries) served
Older adults
Most
• Customers are very different, and have
appropriate different service requirements (resulting in
different programs provided)
when:
Toddlers
Teens
Programs
A&B
Programs
C&D
Programs
E&F
Support
Support
Support
Pros
Cons
Ways to manage cons
• Customer focus enables
development of programs
tailored to a population’s
needs and able to get
“results”
• Enables clear focus with
accountability for results by
customer group
• Enables clear focus on most
important customers and/or
markets
• Requires strong skills,
particularly customer unit
heads
• Leads to functional
duplication and potential
loss of control
• Focus on hiring, training,
and best practice sharing
• Results in duplication if
clients have similar
needs (e.g. health)
• Organization becomes
heterogeneous, and not
an unified culture
• I.D. functions to manage
commonly (e.g. finance);
create hybrid structure
• Determine if a few program
areas should be provided
across customer groups
• Develop and reinforce
elements of common culture
(if important)
Source: Peter Thies, Equinox Organizational Consulting and Bridgespan
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13. Matrix model
Advocacy
(national)
Fundraising
(national)
Instruction
(national)
Region A
Advocacy
(A)
Fundraising
(A)
Instruction
(A)
Region B
Advocacy
(B)
Fundraising
(B)
Instruction
(B)
Region C
Advocacy
(C)
Fundraising
(C)
Instruction
(C)
Description • Organized to manage multiple dimensions,
e.g. program and geography
• ALMOST NEVER: VERY DIFFICULT TO
Most
MANAGE (NOTE: Decide which organization
appropriate dimension is most important, and manage the
tradeoffs to avoid using this model)
when:
Pros
• Enables organization to (at
least theoretically) manage
multiple organizational
dimensions simultaneously
Cons
Ways to manage cons
• Unclear decision-making
and accountability
• Need clarity around roles
and decision-making (e.g.
RAPID tool)
• Define management
responsibilities for each
boss
• Individuals unclear who
they report to
• Accountability for results
is diffuse
• HR performance management
system that reinforces working
together
Source: Bridgespan
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14. Many organizations end up with a hybrid
developed from one dominant model
Executive
Director
Finance and
Admin
Afterschool
programs
Operations
Heath Care
programs
Operations
Aging
programs
Fundraising
Operations
• A common model is a programmatic focus combined with a
functional model for centralized support functions for skill, cost and
control reasons
• Using these models, ensure that “operating units” get the support
they need to avoid creating duplicated support positions
–Keys to doing this:
Ø Define the work of support processes units work together
Ø Ensure support units get internal customer feedback on performance
Ø For larger organizations consider putting some support people within
operating units (e.g. finance support for the Aging program)
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15. Four types of structural linking mechanisms
to consider
Type
Typically involves . . .
• Liaison roles
• Coordination by trusted and
respected individuals
• Cross-unit groups
• Standing or ad hoc committees
focusing on a particular process,
product, or customer
• Integrator roles
or projects
• Managers not supervising but
ensuring that processes are
executed smoothly across
groups, or use of projects
• “Dotted lines”
• Linking individuals within functions
who are distributed in the
organization
Source: Strategic Organization Design: An Integrated Approach, Mercer Delta Consulting (2000);
Bridgespan analysis
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16. Four types of structural linking mechanisms
to consider (illustrated)
Direct Contact/Liaison Roles
Cross-Unit Groups
Manager
Manager
Unit “A”
Unit “B”
Unit “A”
Dotted Lines
Integrators / Projects
Manager
Manager
Unit “A”
Unit “A”
Unit “B”
Unit “B”
Functions
Unit “B”
Source: Mercer Delta Consulting, modified by Bridgespan
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17. Symptoms of poorly designed linking
mechanisms after organization redesign
• Symptoms of under-designed linkages
“The new organizational units are great, but now we’ve just created
new silos.”
“We’ve never worked very well across boundaries in this organization:
How will the new structure help us do this better?”
“The new groups are fine, but I’m concerned that most if not all of the
important decisions will still bubble up to the Executive Director.”
“We don’t know what is going on in other parts of the organization….
Our internal cross-organization communication is poor.”
• Symptoms of over-designed linkages
“With all of these cross-functional teams, I’ll be in meetings the rest of
my life!”
“This is a little too complicated. It looks like I have to inform
everybody about everything all the time.”
NOTE: Sometimes this happens because decision-making roles aren’t
clear (see materials on decision-making)
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18. Guidelines for developing effective linkages
• Spend the time/energy to explore a variety of potential
linking mechanisms
–Don’t just consider structural linkages (teams and roles)
–Also consider management processes
–Look at important external interfaces as one means to identify
where linkages may be needed
• Pick a select few linkages; don’t overwhelm the
organization with too much complexity
–For every one you add, think about “blowing up” an old one
• Remember that part of a leader’s job is to link units
together and to stimulate collaboration; build this into the
design of key leadership roles
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19. Avoid matrix relationships to solve linkage
problems!
• Matrix organizations are often considered as structural
means to solve linkage problems
–Experience suggests that they create more problems than they solve
–Most large companies who tried formal matrix structures in the late
80s/90s are no longer using them; they found them far too complex to
manage
Ø “If large, sophisticated companies couldn’t make them work, we
are likely to struggle with them as well”
• Some executives reach out for matrix structures because
they are unwilling to make a decision between grouping
alternatives
–Usually one grouping alternative emerges as the best for a given
strategy if a systematic evaluation of alternatives with pre-defined
criteria is used
–In you can’t decide, rather than resorting to a matrix structure we
recommend picking a good grouping approach and then using other
linkages to address the weaknesses of the model
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20. Before re-structuring, however, consider
the alternatives
• Re-structuring often fails because of
the focus on moving “boxes” and
shifting reporting lines rather than
addressing root causes
STOP
• Consider opportunities to problemsolve using other aspects of “the
wheel”-- a focus on better decisionmaking or work processes, for example,
might have greater and more lasting
impact
• Resist the urge to re-structure simply
because it makes you feel like
“something’s been done”
Just because you can change
an organization’s structure
doesn’t mean that you should
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