This document discusses keys to success and reasons for failure in organizational design. The five keys to success are: 1) Build on your strengths by identifying your unique role. 2) Go beyond lines and boxes by empowering decision making. 3) Know your roles by clearly defining impact and skills needed. 4) Rock your roles through ongoing development. 5) Support a culture of learning by making it a priority. The five reasons for failure are: 1) Poor planning leads to a false start. 2) Lack of leadership support and involvement. 3) Lack of adequate resources for implementation. 4) Focusing more on systems than people. 5) Leaders lacking change management skills.

1. SUCCESSAND FAILURE
IN
ORGANIZATION DESIGN
M.KUMARESH
RA1952001020085
MBA-B

2. INTRODUCTION
 Organizational design is a step-by-step methodology which
identifies dysfunctional aspects of workflow, procedures,
structures and systems, realigns them to fit current business
realities/goals and then develops plans to implement the new
changes. The process focuses on improving both the technical
and people side of the business.
 For most companies, the design process leads to a more
effective organization design, significantly improved results
(profitability, customer service, internal operations), and
employees who are empowered and committed to the business.
The hallmark of the design process is a comprehensive and
holistic approach to organizational improvement that touches
all aspects of organizational life

3. 5 KEYTO SUCCESS

4. BUILD ON
YOUR
STRENGTHS
 As Socrates, father of Western philosophy and arguably the original
disruptor, said, “Know thyself.” Go ahead and acknowledge upfront that
retooling your organization is a tough rock to tackle. 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.
 You may find that teams organized around experiences (rather than product
features) will help drive your organization forward; another organization
may hedge its bets on DevOps teams that join IT and development teams to
collaborate in automating the infrastructure; and still another may opt for
small, cross-functional teams that tackle short-term projects and objectives
quickly and move on.
 Regardless of your approach, a technology team should be built to
accentuate the unique offerings and capabilities of the company while
allowing for flexibility in order to achieve strategic goals faster and better.

5. GO BEYOND
LINESAND
BOXES
 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.
 Les Sisney, author of “Organizational Physics: The Science of Growing a Business,” suggests
asking the following questions to assess your organization’s readiness to move beyond charts
and become more design centric – that is, better able to empower decision making at all levels
of the company.
 Are our vision and strategy aligned with the changing world? If not, what changes need to be
made?
 Does our current functional structure have good checks and balances? Is it collapsing too much
under one strong personality? Are we missing any core functions for our long-range
development and short-range execution? If so, where do we need to make a change?
 Is our culture strong and vibrant, and are we being effective, even at the cost of some
inefficiency? If not, what changes do we need to architect into the system?
 Are we still hiring aligned people, and are they taking initiative to drive the business forward
and design their own work processes? If not, where do we need communicate and influence a
correction?
 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. This is
crucial for nimble teams and even more crucial for ongoing employee engagement.

6. KNOW
YOUR
ROLES
 No question: It’s expensive to find, develop and later (regretfully)
let go of talent. The best time to get your org design right is before
you grow your team. That’s right – expanding your team should
happen after you’ve clearly defined the impact you need from new
roles.
 But this is a challenge; many organizations lack definition around
technical roles. The process of defining roles is traditionally the
responsibility of Human Resources (HR). However, HR
departments struggle to update and create new roles as technology
advances and business needs shift—causing frustration for the
organization.
 Leaders can define technical roles and develop their teams' skills
using PluralsIght IQ. 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.

7. Rock your
roles
 Equally important is the development of those hires – and all team
members – throughout their entire careers. Offer them ongoing
resources and training to ensure they continue to be innovative
thinkers and doers.
 Design roles that work the muscle of the people in them — that
goes for both leaders and technology experts alike.
 When you identify employee’s strengths, you can align them to the
projects and teams where they’ll be the most effective. You can
balance the needed skills across teams in the right proportions, per
Elon Musk.
 You can also identify where teams and individuals need to grow, so
you can seek out the development opportunities that will serve their
needs and position the company for further success.
 Another way to make sure you can build upon the entire team’s
strengths? Commit to giving leaders a team size that’s manageable.

8. SUPPORTA
CULTURE OF
LEARNING
 This one is simple: To keep employees learning, work learning into every
day.
 If it’s true that only 34 percent of U.S. employees are engaged at work,
and only half of them find meaning and fulfillment in their roles, then there’s
room for improvement when considering organizational design. It’s small,
continued efforts that make a difference.
 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.
 The good news? Today’s training options today include so much more than
weeklong off-site sessions and conferences that pull workers from their
active projects.
 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 and data analytics. They can
also offer technical certifications as an employee benefit to help keep skills
current.

9. 5 REASONS FOR
FAILURE

10. POORPLANNING
SETS UP
ORGANIZATIONA
LCHANGE FOR
FAILURE
 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

11. Inadequate
Support from
Leadership
 Organizational change fails 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".

12. Lack of
Resources
 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 must 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.

13. Priority Focus
on Systems vs.
People
 Leaders often focus more on the system changes than the
people that must 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.

14. Inadequate
Change
Leadership
Skills
 One could easily argue that this is the 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?

15. THANK YOU