Structured Business Group offers full-cycle services from audit to implementation support to help our clients improve their operating model – people, process and technology – to better support their mission and drive performance.
What sets us apart is that we also design, develop and support implementation of your new projects and programs. When our projects are complete, you’ll have a new program up-and-running with the right people driving it forward.
Step 1: We start with a wide evaluation of your company using 3 tools: Organizational Effectiveness Evaluation, Organizational Structure Evaluation, and Department/Functional Evaluation.
Step 2: We present our findings and action plan to strengthen your organization.
Step 3: You tailor your action plan and we design, develop AND implement the solutions side-by-side with your management team.
Fore more details please contact inquire@thestructured.com.
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Strategic Management: Organizational DesignTriune Global
There are a number of factors that differentiate small-business operations from large-business operations, one of which is the implementation of a formal organizational structure. Organizational structure is important for any growing company to provide guidance and clarity on specific human resources issues, such as managerial authority. Small-business owners should begin thinking about a formal structure early in the growth stage of their business.
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.
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Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organization’s unique situation.
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.
3 Steps to Lead Transformational Change Within Your OrganizationSococo
This presentation is part of the Virtual Life Webinar Series, focusing on building a community of distributed workers and addressing common topics we all face.
The panelist in this webinar is Robert Heinzman from Growth River. It is moderated by Mandy Ross, Director of Social and Content Marketing at Sococo.
Model Relationship between Organizational Structure, Strategy Evaluation, Ji...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Organizing: the process by which managers establish working relationships among employees to achieve goals.
Organizational Structure: formal system of task & reporting relationships showing how workers use resources.
Organizational design: managers make specific choices resulting in a given organizational structure.
Successful organizational design depends on the organization’s unique situation.
"PPt Of Organizational Structure".In this PPt Our Group present a typical organizational structure with various views, examples.This PPT Made for the Presentation
Paying attention to outcomes pays off in big ways. Yet many companies fail to take the time to systematically figure out how to measure performance. As a result, the business doesn't flourish as it should. Instead, it stagnates. This presentation highlights the nine success factors of a balanced performance scorecard.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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2. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHBefore we get started
This short guide is meant to give a quick overview into 3 techniques that Structured Business Group
uses to evaluate a business for the first time.
We begin with a Organizational Effectiveness Evaluation that is borrowed from Bain & Co.
We have found that this evaluation is as quick as it is revealing. You can learn a lot about the
health of your organization in just 10 minutes. Additionally, this evaluation has been
benchmarked against a body of survey respondents and you can quickly see how you stack
up against other companies.
The second technique is the Organizational Structure Evaluation which focuses on not
only the organizational structure, but also how departments/groups are integrated with each
other. It also covers verticalization, decision centralization, performance management, and
corporate governance.
The third technique is the Department Capability Evaluation, which dives into the details of
your business. It evaluates 13 categories including Vision & Strategy, Product Development,
HR, Risk & Compliance, and Business Capabilities. There is a 70-point evaluation that can
be completed in 1-2 hours and a 350-point one that could take 1-2 weeks.
Structured Business Group 2
1
2
3
3. MANAGEYOUR BUSINESS
WITHA STRUCTURED
APPROACH
1 Organizational Effectiveness Evaluation
Used to quickly evaluate how effective an organization is in turning objectives set forth by
leadership into results and change.
4. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHOrganizational Effectiveness Evaluation
Criteria 1 2 3 4 5
1
Is the organization clear about the top 5 priorities for making our business
more valuable?
2 Is our leadership team cohesive and aligned?
3
Are individual roles, accountabilities and authority clear for the most
important decisions?
4
Does the organization’s structure reflect the sources of value in the
business? Support the business objectives and capabilities?
5
Do we have enough high performing people, in the jobs where they can
have the most impact?
6
Do we measure what matters—and link incentives for our people to those
measures?
7
Does our front line consistently execute well on the activities that are critical
to success?
8 Does our back office support contribute value commensurate with its cost?
9 Do we have a high performance culture?
10 Do we have the capacity to change?
Structured Business Group 4
Little or
none
Excellent
5. MANAGEYOUR BUSINESS
WITHA STRUCTURED
APPROACH
2 Organizational Structure Evaluation
There are many elements organizational structure. Evaluating each element will show you how
effective your organization is in achieving its objectives. Improving the design of each element
individually and as a whole can have a significant impact organizational effectiveness.
6. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACH2.1. Organizational Strategies
We’ll take a look at overall organizational strategies first before taking a look at individual elements.
Typical Organizational Strategies:
The following organizational strategies are commonly understood and discussed. Defining one or
more of the following strategies clarifies design objectives for the Organizational Elements listed in the
previous slide.
• Verticalization – Tall to flat. This describes the length of command chains and degree of control.
Tall organizations move slower, but guarantee higher levels of quality.
• Formalization – Formal to informal. This describes how strictly rules are defined, implemented,
and audited.
• Departmentalization – Define the rigidity of departmentalization to control information, authority
• Centralization – Define decision centralization to control capability to change quickly
• Specialization – Team members are expected to fully specialize or generalize within a department
Structured Business Group 6
8. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACH
Rigid Departments Loose Departments
Formalization, Departmentalization & Centralization
Structured Business Group 8
Formal Informal
Separate the individuals from
the role/position
A role/position evolves based on
an individual’s preferences, skill
sets, etc. , not on the team
High level of autonomy
Little or no interaction between
departments
Departments have more
freedom to collaborate and
interact
Centralized Decentralized
Decision-making power is
concentrated at a single point
Decision-making power is
spread out
9. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACH
High Specialization Low Specialization
• Allows employees to master specific areas
• Increases productivity
• Less control, but increased capacity to change
• Allows employees to tackle broader array of
tasks
• Increases flexibility
9Structured Business Group
Specialization
10. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACH2.2. Design Elements of Organizational Structure
Design Elements:
The following elements can be designed/defined to support your organizational strategies and
objectives. The following slides describe in more detail the design levers and types of objectives they
affect.
• Grouping – Group your divisions/departments/and teams by different characteristics to better
control that specific area
• Integrations – These are the structures that tie your groups together and have a high degree of
influence on organizational objectives
• Primary Authority
• Secondary Authority
• Control Authority
• Support Structure
• Communication Structure
• Collaboration Structure
Structured Business Group 10
11. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHGrouping
Structured Business Group 11
Functional Org. Product-Based Org. Market-Based Org. Geographical Org.
Grouping based on common
job functions
High level of specialization
Each division (with a full set of
functions) takes care of one
particular line of product
Grouping based on division of
markets, industries or customer
types
Grouping based on geography
(territories, regions, districts)
Process-Based Org. Matrix Org. (dual Reporting) Circular Org.
Grouping based on different processes in
an end-to-end flow
Combination of functional reporting lines
(blue) and product-based reporting lines
(yellow)
Hierarchy: high-level employees in the
center, lower-level employees in the outer
12. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACH
Primary
Authority
Secondary
Authority
Control
Authority
Support
Structure
Information
Structure
Collaboration
Structure
Primary Authority
• The highest level of authority in the organization
• Usually what is known as management authority
Secondary Authority
• The second level of authority in the organization
• Usually what is known as production authority
Control Authority
• Specific lines of authority to support control structures such as financial, risk or quality control
Support Structure
• Structure of supporting functions such as HR, IT, Accounting
Information Structure
• Control and facilitation of information flows between and within groups/departments within the
organization
• Can be modelled such as with a matrix or value map to value optimize
Collaboration Structure
• Facilitation of how and where groups/departments interact with each other.
• Can be modelled such as with a matrix or value map to value optimize
12Structured Business Group
6 Integrations
13. MANAGEYOUR BUSINESS
WITHA STRUCTURED
APPROACH
3 Department Capability Evaluation
Used for a broad and exhaustive evaluation of an organization’s (collection of or team within)
functional activities and all of the responsibilities within each functional group. Examples of
functions are HR, Finance, Risk management, Vision and Strategy and product development.
14. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHOverview: Department Capability Evaluation
ID Functional Group Value Weight w.Score Score Developed Documented Communicated Adopted
1 DevelopVisionandStrategy 3 5% 2.2 2.1 3.0 1.7 2.0 1.7
2 DevelopandManageProductsandServices 5 9% 3.6 2.0 2.0 2.0 2.0 2.0
3 Market andSell ProductsandServices 3 5% 2.9 2.7 3.4 2.4 2.6 2.4
4 DeliverPhysical Products 5 9% 4.8 2.7 3.5 2.0 2.8 2.5
5 DeliverServices 5 9% 3.6 2.0 2.0 2.0 2.0 2.0
6 ManageCustomerService 4 7% 3.0 2.1 2.4 2.0 2.0 2.0
7 DevelopandManageHumanCapital 5 9% 2.4 1.3 1.4 1.2 1.3 1.3
8 ManageInformationTechnology(IT) 5 9% 3.2 1.8 2.0 1.3 2.1 1.7
9 ManageFinancial Resources 3 5% 2.9 2.7 3.3 2.0 2.9 2.7
10 Acquire, Construct, andManageAssets 3 5% 3.2 3.0 3.0 3.0 3.0 3.0
11
ManageEnterpriseRisk, Compliance,
Remediation, andResiliency 5 9% 2.2 1.3
1.5 1.0 1.0 1.5
12 ManageExternal Relationships 5 9% 3.9 2.2 3.0 1.2 2.4 2.2
13 DevelopandManageBusinessCapabilities 5 9% 3.1 1.7 1.9 1.7 1.7 1.6
BusinessStructureRating 100% 41.0 2.1 2.5 1.8 2.1 2.0
Heat map of the composite
rating of the four primary
criteria
This 70-point Department
Capability Evaluation is our tool to
rate 13 core departments/
functional areas of an
organization
Structured Business Group 14
Adoption: Do your
employees know how to
use it? Do they use it?
Development: How well
developed is it?
Documentation: How well
documented is it? What type
of system is used?
Communication: Do your
employees know about it?
Where to find and use it?
This tool will evaluate your
company on the maturity level of
your departments/functional areas
using four (4) criteria:
Core functional areas of
an organization such as
HR, Strategy, Finance
Set the value to
determine the
weighting and arrive
at a weighted score
Each category is evaluated
on four criteria from 1 (Little
to None) to 5 (Excellent)
15. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHOverview: Department Capability Evaluation
BENEFITS
• Evaluate your operational and structural systems in a
comprehensive way, based on the status of facets of a
business as well as the extends of development,
documentation, communication and adoption
• Illustrate and visualize an overall evaluation of an
organization’s business structure
• A foundation to present a plan of action to close the gaps
discovered in the evaluation to strengthen your
organization.
Structured Business Group 15
Average score in correspondence to
each functional area
16. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHCloser Look: HR Department Evaluation
Structured Business Group 16
ID Name Developed Documented Communicated Adopted
7.0 DevelopandManageHumanCapital 1.4 1.2 1.3 1.3
7.1
Developandmanagehumanresourcesplanning, policies, and
strategies 2 2 2 2
7.2 Recruit, source, andselect employees 2 2 2 2
7.3 Developandcounsel employees 1 1 1 1
7.4 Manageemployeerelations 1 1 1 1
7.5 Rewardandretainemployees 1 1 1 1
7.6 Redeployandretireemployees 1 1 1 1
7.7 Manageemployeeinformationandanalytics 1 1 1 1
7.8 Manageemployeecommunication 2 1 1 1
7.9 Deliveremployeecommunications 2 1 2 2
Process Families within
the Department/Function
Ratings for each of the 4
criteria
17. MANAGEYOUR BUSINESS
WITHA STRUCTUREDAPPROACHTake the next step
Contact us directly to get your business evaluated at
inquire@thestructured.com or contact one of the contributors
directly
This document can be found in its entirety on thestructured.com
Inquiries, information, contact: inquire@thestructured.com
Contributors:
KyNam Doan
Managing Partner
kynam@thestructured.com
Thuy Anh Nguyen
Business Analyst
thuyanh@thestructured.com
My Phan
Business Analyst
my@thestructured.com
SBG Ho Chi Minh City Office
AB Tower, Floor 20
76A Le Lai
District 1, HCMC, Vietnam
Structured Business Group 17