Organizational Design and Effectiveness
- Much of an organization’s ineffective behaviour is caused by structures that prevent good work from flourishing. As a result, this can create ambiguous role expectations (what am I supposed to do?) and role relationships (how are we supposed to work together?). Complicating this confusion, there are often management layers that should add value to the next level down – but often fail to do so.
Through proper diagnosis we:
- Pinpoint key gaps in the accountability and authority framework, whether it has to do with issues of clarity, commitment or clear consequences
- Ensure that there is an appropriate number of management layers so that each one clearly adds context and value to the next.
- A structure maximizing trust, clarity, commitment and full capability in horizontal and vertical working relationships is the result. This provides a strategic agenda informing and linking work everywhere in the organization, with the work having a line of sight to the strategy.