Organisation

A change in business structure will be motivated by one or several drivers, be they strategic, operational, or tactical. The aim is to align the key structural components of an organisation (i.e., people, process, technology) with its strategic and operational objectives to deliver efficient and effective performance.

Delivering a successful outcome is about more than designing a new structure; it’s primarily about understanding the operating environment of the business and how the change imperative will alter the dynamic from the current to the future state. Clearly understanding the mechanics of the business helps inform the design activity in line with the vision, whether incremental improvement, set-up for M&A/divestment, or preparation for sale/flotation etc.

Any change in the organisation will be a product of and have implications for the core mechanics of the business. To meet its strategic and operational objectives there must be a revised alignment and/or integration between its core components. How every element interacts must be considered as every transition from current to future state (whether incremental or transformational) will have an impact.

• Understanding any changes to the strategic imperative, customer needs and competitive environment.
• Ability to deliver day-to-day operational targets and drive the required change.
• An acknowledgement that organisational change relies on a combination of factors, and a change in one will impact others.
• Flexibility and an ability to respond quickly to change and unpredictable events, effectively using knowledge and learning from experience.

• Baseline the ‘as is’ operating model, define the ‘to be’ and conduct a gap analysis.
• Validate the people dynamics (roles and responsibilities), identifying the required skills/capabilities/competencies required to meet operational objectives.
• Articulate the process hierarchy and decomposition, and associated design.
• Define the current technical landscape, formulating the functional requirements that will inform the construct of the future landscape.
• Understand the options for delivering organisational efficiency and a reduction in overhead (e.g., shared services, managed services, outsourcing etc.).