Question

List and Describe the steps that you would go through when redesigning your organisation's structure

Answer 1

1) Ensure all your stakeholders understand your new strategy

When you have developed a new strategy, ask your stakeholders about the strategy’s core elements and the rationale behind them. Can they articulate them? Do they know how the new strategy will affect their work, or that of their team? Before you can realize your strategic objectives, you need to know how people feel about it and whether they all buy into the same long-term goals.

2) Define the functions necessary for success

Branding and communications, project management, product and service innovation, talent management—these are some examples of core functions that could be necessary to meet your new strategic goals. Some core functions will be new to the organization; others will not.

Whatever the functions, it’s critical that you visualize the dependencies among them, not their hierarchical relationships. This new vantage point will break presumptive ideas about value and impact within the organization. When you make the visual of your organization both hierarchy- and people-neutral, you are freed up to focus on what the organization does, rather than who is doing it.

3) Identify the capabilities required to achieve your new strategy

The best way to figure out what skills will be vital to your organization’s future success is to hold interviews and focus groups with your staff. This allows their voices to be heard and helps you amass an understanding of what skills are most critical to the future success of your organization. With this broad list of skills, your leadership team can begin to connect the skills to the activities you identified in the previous step.

4) Assess your talent

Your organization now has a non-hierarchical blueprint of the core activities it must perform going forward. Similar to your house plans, you will need to figure out what (or who) fits where. It is time to address these critical talent questions:

• What are the talent capabilities of your staff, and do you have a method of evaluating those capabilities that is both fair and transparent?
• What are your skill gaps in the new organizational design?
• Will you focus on building capacity by training up or by building cross-functional teams?
• Will you hire new staff members to perform new functions?

5) Shape your processes and culture

As your organization changes, you’ll need to identify the cultural shifts needed to make the strategic shifts work. For example, greater accountability may become more critical, so you may need to invest in stronger performance management processes and reviews, ensuring that these are aligned to the new functions and with clear ownership.

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