The document discusses success and failure in organizational design through four phases: assess, design, implement, and optimize. It provides reasons why organizational design efforts often fail, including poor planning, inadequate leadership support, lack of resources, prioritizing systems over people, and leaders having inadequate change management skills. Successfully implementing organizational design requires going through all phases, balancing both systems and people needs, strong leadership buy-in, sufficient resources, and leaders with strong change management abilities.

1. Success and Failure
In Organizational Design
Organization Opportunity

2. Introduction
Success comes from a tight, clear connection
between change expectations and business results.
Failures come when an organization is overly
focused on activities, skills and culture, or
structural changes without creating a tight linkage
to business results.

3. Assess
Design
Implement
optimize
Four phases of implementing
the success organization design

4. Vision
All proposed organization designs
require a description of what they will
look like when they are complete. so
an organizational design vision tells
people what to expect in terms of new
capabilities, service levels, competitive
position .
Phases 1:- Assess

5.  A-Organization design program office/team The role of
the team in the design phase is to plan the
implementation path, aligning all the various stakeholder
interests and components of the organization to support
the new design. Monitoring, evaluation, risk
management, and quality assurance are essential
program management activities. Together they create an
environment that keeps people motivated and involved
during the transition while continuing to do their normal
day-to-day work.
 B- Processes, structures systems, human resources
policies The design phase task is to plan the alignment of
processes, structures, systems and human resources (HR)
policies, there will also be work on the following
Business processes, including internal workflows, such
as the recruitment Structures. Systems, including
financial systems and management information systems .
HR policies, including reward and recognition, job
designs, head count career progression training.
Phases 2 :- Design

6. Performance measures
As the organization design is
implemented, all the elements that
contribute to it – systems, processes,
technology, structures, capabilities, and
so on must be monitored and measured,
as must risks, success, milestones, small
wins and lessons learned. Without
adequate tracking it is impossible to keep
the project heading in the heading in the
right direction. Powerful business
intelligence and the use of analytics will
help achieve this..
Phases 3:- Implement

7. Planning and implementing the
optimizing of a new organization
design often takes a back seat to the
work that goes on in the earlier three
phase. It is as if all the energy has
been expended in assessing,
designing and implementing, so
actually living the new design becomes
“Ho hum. We’re there now”, rather than
an energetic exploration of what is
working well what is not and how to
keep continuously adjusting.
Phases 4:- Optimize

8. Reason for Failures in
Organization Design
Priority Focus on Systems vs.
People
Inadequate Support from Leadership
Lack of Resources
Poor Planning Sets Up Organizational for
Failure
Inadequate Change Leadership
Skills

9. Often, leaders are so focused on getting their
“content” solution designed that they dive right into
the design phase of organizational change without
adequately doing the upfront planning work
required. This sets the effort up for failure right
from the start. Instead, identify all the conditions
and activities that must occur early to set the
project up for success, like: 1) change roles,
governance and decision-making, 2)stakeholder
engagement strategy and communications,
3) timeline, resources and capacity, and 4) key
initiatives and how to integrate them for maximum
speed and efficiency. Without a well-designed
change process plan, a likely outcome will be a
false start, resistance, and/or eventual failure.
1. Poor Planning Sets Up
Organizational for
Failure

10. • Organizational change 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. They must be out communicating the
benefits of the change to stakeholders and
listening to and responding to their concerns. If
your leaders are not prepared to stay actively
involved, perhaps it isn’t the right time for them
to launch a major change effort. Forbes magazine
supports the fact leadership support plays a
crucial role for the success of organizational
change, saying that successful change initiatives
start at the top and organizations should "set up a
top-level team of experts, reporting directly to the
CEO".
2. Inadequate support
Leadership

11. • Lack of resources is one of the most common
reasons why organizational change fails in
most organizations. Adoption and
sustainment of change are long term
investments. They don’t occur just because
an awesome solution was designed. It has to
get implemented, and then tested, refined,
and reinforced. This generally is a longer,
and costlier endeavor than most change
leaders realize. If you don’t plan and resource
the latter phases of change, you’ll not realize
the full benefits you set out to achieve.
3. Lack of Resources

12. • Leaders often focus more on the system
changes than the people that have to
make and live with them. Don’t forget
that while you need to have systems in
place, it’s the people who matter
most. “Sustained change is always
driven by people,” says Lee Colan in his
article “10 Reasons Change Efforts Fail.”
“Even implementing new software
successfully is more about the people
who will use is, install it, train it, and
support it than it is about the system
itself.”
• Be sure that your leaders equally
prioritize and attend to the system
changes AND the people.
4. Priority Focus on Systems vs.
People

13. One could easily argue that this is the #1 cause of
failed organizational change. Why? Because every
issue or problem within a given change initiative
either gets prevented, solved, or caused by the skill
of the change leaders in charge. And the truth is, we
don’t adequately train our leaders to become
competent change leaders. Leadership
development is a part of virtually all large
organizations, but change leadership development is
sorely missing. The net is that leaders tend to run
change initiatives like they run their organizations,
and the two are vastly different. Consider, where
can your leaders go to get the development they
need to become stellar change leaders?
5. Inadequate change
Leadership skill

14. Conclusion
Finally by conclude that the above success and failure
will be implemented in all the organization in order to
safeguard the organization threat and to overcome as an
successful organization in upcoming future.

15. THANK YOU!