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. 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, so you can achieve: [Read more...]

The model that has dominated most modern businesses has been based on a set of principles and practices formally defined by Frederick Taylor in 1903 and known as “scientific management.” The thinking of Taylor and other of his contemporaries (most notably Max Weber) conceived of an organization as a collection of parts that need to be standardized and centrally controlled. The assumptions of this model are implicit in the way most organizations are designed and, until recently, have dominated the thinking of people within organizations. Some of the major features of this theory are summarized below. [Read more...]

The first challenge of the design process is to create a streamlined and effective organization that is aligned with the strategy and desired results of the organization. The second challenge is to get buy-in from the entire organization and implement the new design so that it dramatically and positively changes the way the business operates. Many organizations fail to adapt and adjust their internal infrastructure to the rapidly changing business demands around them because their business processes, structures, and systems act as barriers to efficiency and common-sense decision making. These internal barriers can trap capable people who eventually become cynical and disheartened by their inability to change or influence obvious gaps, inconsistencies, or burdensome constraints within the organization.

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Infusions of cash and capital will come as consumer/investor confidence recovers, but what measures will you take to revitalize morale and an environment of trust within your company? The economy’s damage to your bottom line seems obvious enough. What about the damage to employees’ relationships with their leaders and coworkers?

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Companies that learn from economic crises will emerge stronger and better-positioned as industry leaders.

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