We live in day and age marked by change. Leaders across the board must deal with rapid changes in business models, market forces, technological platforms, resource scarcity, competitive landscapes, and global challenges. Our current approach in dealing with organizational change and decision making might have been appropriate for situations with more predictability and stability, but they now need to be more “fit-for-purpose” for dealing with external change, while taking advantage of the opportunities that present themselves.
Advanced Organizational Design Masterclass is designed to equip business leaders and OD practitioners with a pragmatic and practical knowhow necessary to succeed in the systems arena, where change, uncertainty, and scale are important factors. Each learning module in the Advanced Organizational Design Masterclass is a highly interactive and delivered within the two-day workshop that will introduce you to leading methodologies in Organizational Design through real life business examples.
Exploring challenges of leading and managing organizational design and change prepares you to drive organizational evolution and innovation as the business environment rapidly evolves. You will gain new insight into the strategies used by top global companies to eliminate roadblocks to change—and improve your ability to become an effective agent of corporate change and organizational effectiveness.
To ensure that you gain maximum benefit from this event, a detailed questionnaire will be sent to you to establish exactly what your course needs are. The completed forms will be analysed by the course facilitator. As a result, we ensure the course is delivered at an appropriate level and that relevant issues will be addressed.
Subject-matter Expert – Organizational Effectiveness
Former Business Process Outsourcing (BPO) consultant with ORIS Creative Solutions supporting many organizations on the Fortune’s list “100 Best Companies to Work for in America
Key Benefits of Attending
Who Should Attend?
Managers, leaders, decision makers, consultants, and anyone responsible for projects, complex processes, and the budgets and people involved with them. Learners will come from every continent and from a diverse range of organizations, including private sector companies large and small, nonprofits, governments, and NGOs.
Introduction to Organizational Design
According to academics as well as our practice, a good way to understand organizational design is to think of the human body. The basic skeleton represents the formal structure that allocates responsibilities to groupings and establishes reporting relationships; the connective tissue represents key linkages through which the units relate to one another; and the circulatory system represents the people and culture that bring the skeleton and tissue to life. All these elements comprise a healthy and effective organization. Working on the body of an organization, therefore, is not an ad hoc process but one that involves collaboration and a wholesystems perspective.
In this opening module, learn about:
- Jay Galbraith’s Star Model as a valuable tool for “executing” your business models and value propositions through organizational structure
- How organization design relates to strategy, corporate culture and talent
Organization Design active learning
A highly engaging exercise that will help you and your fellow participants get “real” about the pitfalls of poorly designed organizations and the challenges in determining the right fit for an enterprise’s strategy. The workshop is designed to show how organizational structures enable or prevent information flow, responsiveness, and innovation. You will play a role as top executive, middle manager, worker, or customer interacting in a fast-paced environment. Apply and discuss practical strategic frameworks, based on the work of Barry Oshry, that will help you connect the experience to your own organization
In this module, learn about:
- Mapping strategic priorities
- Setting the design criteria
- Assessing organization gaps and strengths
Drawing organization models
Good design shapes the right behavior, facilitates the right pattern of information processing, and achieves benefits of scale. Using the work of Nadler, Tushman, and Galbraith and a variety of case studies as a foundation, you will learn more about three key elements of design:
- Groupings: Do you group functions, positions, and individuals by activity, output, customer, or a combination? What are the advantages and disadvantages of each option?
- Linkages: What are the formal and informal mechanisms that encourage information flow among disparate groups? What are the consequences of these linking mechanisms?
- Processes and Systems: In what ways are groupings and linkages supported or undermined by an organization’s strategic, business, and support management practices? Are they creating the necessary alignment of these practices?
Setting up the matrix for success
Even before you get down to the nitty gritty work, you will need to determine the extent of the design initiative, and how narrow or broad it must be. Looking at your own organization, is there a need to modify structural elements, such as reporting relationships and groupings, or can informal means—clarifying values or norms of conduct—achieve the same ends?
Learn through M&A case studies about good design to help you answer key organizational questions and identify the bedrock issues such as decision rights that must be addressed. Apply design think to a case study of a company that underwent a radical redesign due to a merger.
Following a Design Roadmap
A core element of all of our organization effectiveness programs is grounding in proper process. During this program, learn the 4-D design process
- Define: Determine the precipitating need, who must be involved, and the roadmap going forward
- Discover: Determine design criteria and issues
- Design: Establish groupings, linkages, processes; create and test straw models; decide on the right design
- Do: Create the implementation teams and a roll-out schedule, and define who will do what work
You will see how the entire process works by exploring the life cycle of a major redesign initiative. To make the process easy to execute, you will be given tools such as a stakeholder map and involvement scale, a design criteria template, a guide showing how to link design to your organization’s strategic focus, and job descriptions for design team members.