Remain agile and competitive to meet the ever-changing demands placed on your organisation.

Executives shouldn’t choose between restructuring or reconfiguring.
They should do both — in the right way, at the right time.

– Harvard Business Review

How adaptable is
your organisation?

We are working in a VUCA (volatile, uncertain, complex, ambiguous) world and your organisation must remain agile and competitive to meet the ever-changing demands from your customers, stakeholders and community. Rebecca can help future-proof your business’s longevity by evolving your operating model and structure for maximum effectiveness. She uses the employee experience (EX) principles of co-design to develop an organisational strategy, in consultation with senior leaders and teams, to understand current operational requirements and future state of working. 

Consultation with multiple stakeholders is key when co-creating organisational strategy because it helps build engagement when it’s time for your organisation to make changes. The strategy acts as your organisation’s ‘north star’; a guide you can use to design your future operational structure and to determine the prioritisation of people and resources. 

There is no perfect structure when it comes to organisational realignments; there are always tradeoffs when balancing your current state with your organisation’s strategic direction and the appropriate level of change required. 

Restructuring involves changing the structural archetype around which resources and activities are grouped and coordinated. Reconfiguring involves adding, combining, dissolving, or transferring business units without modifying the organisation’s overarching structural design. Rebecca can support your Executive team members and Senior Leaders to make these significant decisions.

Think before you
realign and change

It is important to explore and understand the following lines of thinking before an organisation embarks on realigning and changing its operating model. 

These include the:

  • Current and future business challenges i.e. where are the pain points?
  • Current and future organisational strategic priorities
  • Current and future organisational People
    and Culture strengths and challenges
  • What is working well within the current structure?
  • What is not working well with the current structure i.e. what are the challenges and what proportion are cultural or work practice issues versus structural challenges?

realignment and
change methodology

Rebecca uses the Galbraith model to approach organisational design. This approach support senior leadership teams to define the three to five organisational design success criteria (ODSC) that will be used as a guide to design the future structure. 

The ODSC provide a framework for the new structure, and what it needs to achieve, and is used as a reference point to design your organisation’s future state. They are also utilised to assess your current organisational structure to determine the level of change required. 

With any realignment, it’s important to consider how to embed cross-functional teams, and agile working, into your organisation’s new future structure. This includes thinking about how working practices that celebrate the new world of work will be supported. These practices include the use of automation, technology and remote working to ensure a blended approach of working from home and the office. 

Structural change also provides the opportunity for resetting your organisation’s agenda for cultural change. The likelihood of success, and the ability to embed cultural change long term, increases with dedicated employee programs. Rebecca can assist by designing and facilitating bespoke workshops to support organisational adaptiveness focusing on strategic planning and team effectiveness.