it is useful success and failure of the organisation

1. Success and Failures in
Organization design
Submitted By
Ramaswamy Kailash
RA1952001020030

2. Organisational design
• Organisationaldesign is the process of aligning the
structure of an organisation with its objectives, with
the ultimate aim of improving efficiency and
effectiveness. ... More than designing a structure, it
involves: Understanding the imperative for change and
the environment.

3. Organisational design pyramid

4. Organisational design success
• 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.

5. • Go beyond lines and 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.

6. • Know your roles
• 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.

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.

8. • Support a culture of 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.
• 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.

9. Organisational design failures
• Not knowing what you are trying to achieve
• Before moving boxes and lines on an organization chart, it is important to know why you are
doing the reorganization. Is it a result of a merger, acquisition, or downsizing?
• Are you trying to reduce costs and improve efficiencies? Are you struggling with performance
issues?
• Are there too many direct reports, which may be impeding both employee development and
innovation?
• Is the reporting structure too complex? Clear guidelines that reflect what the goals of the new
organization are will help companies ensure that the redesigned organization will attain those
stated goals.

10. • Structuring an organization for specific personnel
• It is not uncommon for key people within an organization to have tremendous influence due to
their tenure, expertise, or importance to certain client relationships.
• As a result, there is a risk that the preferences of the individual will become a priority during
organization design rather than the objectives and requirements of the business.
• It is incredibly important to separate the organization design component from the actual
selection of staff.

11. • Causing more disruption than needed
• ScottMadden sometimes encounters clients who view reorganization as an opportunity to
“clean house.”
• Although it is true that the need for change usually provides a good opportunity to also
address other inefficiencies or problem areas, leaders should be cautious about causing more
disruption than necessary.
• Drastic staffing cuts or process changes can result in reduced employee morale, the loss of
valuable talent, stagnated innovation, and an overall distraction from the mission of the
organization.

12. • 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.
• For example, management has set forth a process of evaluating and selecting for all reorganized
positions.
• Two managers have a sidebar discussion in the hall that they really want “someone like Kim” in one
of the positions.
• Both managers agree and decide to put Kim in the position and determine who will backfill her in
her current position, despite already communicating that the two positions will be posted and
interviews will be conducted for final selection.

13. • Skipping current state assessment
• Many organizations desire to jump directly to the organization design stage before conducting
a detailed current state assessment (CSA) that includes current costs, volumes, and service
levels of the organization.
• It is imperative that a comprehensive CSA is completed prior to the design, as the design is
dependent upon many of the metrics and standards that are established within the CSA.
• Gauging improvements in efficiency and/or performance from the redesign often depends on
an organization’s ability to analyze and compare layers, spans, and cost-to-manage to
standards.
• A CSA forms the basis for these and other analyses, without which decisions are not fully
informed.

14. Thank you