Organization Strategy and Design
Building networks of teams
For many companies, a new organization strategy means a new drawing–an organization chart with boxes and lines that assign people to positions and responsibilities. But “boxology” by itself rarely yields an organization design that’s effective for realizing business strategy. Many companies can sense when an organization strategy isn’t working, and knowing how to tackle the problem can be difficult.
Boxology isn’t the only approach that can create false confidence. Incremental improvements like Lean, Six Sigma or process engineering can elevate some aspects of an organization’s performance without addressing root causes. A company can also find itself fragmented or misaligned over time because of structural changes or even internal politics. The result is an organization that isn’t ready to pursue innovation or to bring all of its attention to bear on customer needs.
That’s why it’s seldom enough just to reconfigure an organization chart. Other organization elements, including structure, capabilities, talent, roles and responsibilities, competencies, and performance metrics must change in step with one another for the company to translate its organizing principles into business benefits.
How we can help
To help our clients bring together these needs, We have developed the Organization Strategies method. It addresses five critical subject areas:
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