The “organizational design” issue is really about how to build the best mixture of important elements that enable the organizational interdependence, enforcing business interconnectivities, and harnessing business relationships to improve business maturity seamlessly.
Organizational reinvention needs to expand the lens for catching a holistic business perspective: Organizational design is the ultimate expression of the organization’s strategy because it reflects the resource allocation and configuration of the value-creating business processes and capabilities. Whether it’s organic or whether there should be a corporate function of organizational design all depends on the nature and culture of the organization, the level of its business maturity, and the extent of rapid changes around the organization.
The pyramidal structured organization brings up a certain level of efficiency, but creates silo and friction cross-functionally. People are ready to move to a fluid organizational structure. Look at all key business elements, including the human element, as an integrated system and functions as organic living things.
Virtual organizational design expertise will become more important: The main reason corporations need to create new structure schemes and organizational designs is because business goals are not being met with current design and structure. In today’s hybrid businesses, the physical organizational structure, relationships, and virtual enterprise collaboration platforms and connections wrap around each other to ensure clear responsibility and seamless alignment.
There are connections between architecture, alignment, and integration. Flattening a corporate hierarchy serves no purpose if at the same time you flatten the intention and tenacity of people who are willing to lead and take chances to change proactively. Individual work and group work cannot be done as segregated, but within a framework of an entire business ecosystem.
The reinvention of a digital organization needs to integrate the organizational design into business process design and organizational re-engineering: Process people are best suited for information/ workload flow mapping, but organizational design people and senior management are best suited for realigning functions and management.
To optimize the organizational structure and accelerate business performance, business management enables employees to do their work more productively and shape a people-centric organization. Organizational design and development could regain some of the reputation it once had if they focused more on the root causes that employees are not engaged fully and not spend so much time chasing and trying to treat the symptoms.
Organizational redesign is a constant effort. Whether it’s organic or whether there should be a corporate function of organizational design all depends on the nature and culture of the organization, the level of its business maturity, and the extent of rapid changes around the organization. The “organizational design” issue is really about how to build the best mixture of important elements that enable the organizational interdependence, enforcing business interconnectivities, and harnessing business relationships to improve business maturity seamlessly.
The pyramidal structured organization brings up a certain level of efficiency, but creates silo and friction cross-functionally. People are ready to move to a fluid organizational structure. Look at all key business elements, including the human element, as an integrated system and functions as organic living things.
Virtual organizational design expertise will become more important: The main reason corporations need to create new structure schemes and organizational designs is because business goals are not being met with current design and structure. In today’s hybrid businesses, the physical organizational structure, relationships, and virtual enterprise collaboration platforms and connections wrap around each other to ensure clear responsibility and seamless alignment.
There are connections between architecture, alignment, and integration. Flattening a corporate hierarchy serves no purpose if at the same time you flatten the intention and tenacity of people who are willing to lead and take chances to change proactively. Individual work and group work cannot be done as segregated, but within a framework of an entire business ecosystem.
To optimize the organizational structure and accelerate business performance, business management enables employees to do their work more productively and shape a people-centric organization. Organizational design and development could regain some of the reputation it once had if they focused more on the root causes that employees are not engaged fully and not spend so much time chasing and trying to treat the symptoms.
Organizational redesign is a constant effort. Whether it’s organic or whether there should be a corporate function of organizational design all depends on the nature and culture of the organization, the level of its business maturity, and the extent of rapid changes around the organization. The “organizational design” issue is really about how to build the best mixture of important elements that enable the organizational interdependence, enforcing business interconnectivities, and harnessing business relationships to improve business maturity seamlessly.
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