This document discusses organizational design and keys to successful implementation. It notes that many leaders are redesigning their organizations to boost performance and keep up with changing markets. Companies that employ agile working, a value-adding corporate center, clear profit/loss responsibilities, flat management structures, shared services, and collaboration support tend to see faster growth. Successful organizational design requires building on strengths, going beyond organizational charts to empower teams, clearly defining roles, and supporting continuous learning. Change efforts can fail if decisions are made outside the agreed process, communication plans are inadequate, or leadership does not fully champion and model the changes.

1. ARUN KUMAR R
RA1952001020075

2. INTRODUCTION
 Organisation Design:
Organizational design is a step-by-step
methodology which identifies dysfunctional aspects
of work flow, procedures, structures and systems,
realigns them to fit current business realities/goals
and then develops plans to implement the new
changes. ... A clear strategy for managing and
growing your business.

3.  Many leaders are rethinking the design of their
organizations. They recognize that organization design
can be a powerful way to boost performance and keep up
with ever-changing markets. Yet many reorganization
efforts fail.
 Companies that employed these factors have a significantly
higher chance of experiencing faster growth and higher profit
than their peers:

4.  Agile ways of working
 A value-adding corporate center
 Clearly delineated profit and loss (P&L) responsibilities
 A flat management structure with a strong frontline focus
 Effective use of shared services
 Strong support for people and collaboration

5. KEYS TO SUCCESSFUL
ORGANIZATIONAL DESIGN
Build on your strengths:
Know thyself.
- SOCRATES, FATHER OF WESTERN PHILOSPHY, THE ORIGINAL DISRU
 Then, identify who you are. Pinpoint the unique role that
your company holds against the competition. Define where
these strengths will take you in the new world order.
 Once that is clear, chances are the way you shape your teams
won’t mimic any other company’s organizational structure.
And that’s a good thing.

6. Go beyond lines and boxes
-Change is the essential process of all existence.
 At the same time, building on your strengths doesn’t mean
doing what you’ve always done.
 Start by asking how the company’s unique strengths shape how
people work and act. Balance that by asking where your
company structure isn’t currently serving your business goals
 Most importantly, thinking beyond the org chart gives you the
chance to move decision making throughout the company so
that teams can be empowered to think and act.

7. Know your roles
-If you're trying to create a company, it's like baking a cake. You
have to have all the ingredients in the right proportion.
 First, measure your team's knowledge with skill
assessments. Then, see how well a team member fits in a
role by viewing the collection of skills needed for success.
 With a clear understanding of where team members stand,
leaders can design teams to have the biggest impact in the
organization and effectively solve business challenges.

8. Support a culture of learning
-I am still learning.
 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.
 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.

9. ORGANIZATION DESIGN FAIL
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. These actions can open the door to additional exceptions to
the organization design process and can result in an overall lack of
trust in the organization’s leadership
going forward.
 While it may seem harmless at the time to make minor adjustments to
the agreed-upon process, the act of doing so threatens the project by
creating the justification for making larger exceptions later on in the
process, as well as demonstrating to the end population that the
process is not
fair.

10. Bypassing a formal change management and
communications plan
 It is essential that a formal plan is developed to support the
communication of the right information at the right point in
the process. Details about the new organization, along with
details of the selection process, should be communicated as
they are finalized to all levels of the organization. This will
help avoid surprise or confusion about the responsibilities and
expectations during the change.

11. Inadequate Support from Leadership
 Organizational design does not succeed without leadership
support. And lip service is not enough. Leaders must
champion and model the change for the rest of the
organization, in both what they say and do. They must be
active, consistently supporting the change teams as they
design and implement changes.

12. Thank you