High performance in a business is achieved by establishing and maintaining a fit between Strategy, Organisational Design and the External Environment it operates in.
Simply put, what leadership needs to do to maximise performance is to design the Organisation that best delivers the competitive strategy in light of the business environment - technological, legal and competitive. In this digital age, where talent, not capital is the limiting resource, we believe that there is no better use of a CEO’s time and energy than to make the internal organisation work better.
Designing the Organisation involves:
- Defining and clarifying Roles and expectations from people
- Reporting relationships and protocols
- Delegation of responsibilities and decision making, and
- Culture - nature of information sharing, participation in decision making and organisational response to mistakes
As your strategy changes in today’s dynamic environment, has your organisation kept pace to ably deliver strategy? Like…
- Focus on core business and outsource many activities, earlier regarded as central.
- Redefine nature of customer and supplier relationships, replacing simple dealing with integrated long term partnerships
- Eliminate layers of management, redefine the division of internal units, and increase authority and accountability of line managers
- Facilitate coordination and learning, directly link different parts of the organisation, making communications more horizontal than just up and down the hierarchy.
With these measures, supported by improved information and measurement systems, successful companies increase speed of decision making and tap the knowledge and energy of employees in multiple ways. At White Spaces Consulting, we can help you create a nimble yet focused ecosystem of reporting relationships and efficient decision-making to create and implement an optimum organization design.
For Family owned businesses, we adapt Bernard Erven’s Organisational Structure, as below:
|Centralization ||How much to centralise? What to centralise? |
|Delegation of Authority ||Decisions should be pushed down to the lowest level possible in the organisation. |
|Span of Control ||Organisational decision to be made is the number of subordinates a manager can effectively lead. |
|Unity ||Create Single Line of Authority; in case of dual reporting - clarity and consensus on direction to the employee. |
|Exception ||Identification of person who will handle exceptions to the usual. |
And this someone has to be capable of resolving the problem.