There is a practical approach and sequence to alignment when implementing organizational change. It may be tempting to zero in where a problem is surfacing, but by following these steps you can ensure that you align everything from top to bottom (strategy to rewards). Let’s walk through each step of the organization design and the change management process: Diagnosis >
Unfortunately, it is difficult to achieve perfect organization alignment; however, the better aligned the organization the more you can realize the benefits above. Sure, alignment is an investment of time and money, but in today’s competitive marketplace it is hard to ignore the benefits of true organization alignment.
HR can set the stage for organizational success by fostering a growth mentality, asking the right questions, effectively managing their own department and focusing on overall business outcomes.
Developing a new organization design requires a lot of work, time, and resources, but it can also be exciting to move in a different direction to improve the organization. In the excitement, we want to implement the new design quickly but often without knowing the effort, steps, or even amount of time it will take. What does it take to
In a relay or multi-stage race, often the competition is won or lost as a result of how effectively the individual or team manages their transitions or hand-offs. The same can be said of organization design as a company moves from the definition of a winning strategy, to a differentiated organization design, and finally to a successful and sustainable implementation.
Today, top level executives have more pressure than ever to deliver differentiated products and winning strategies to the marketplace. Much of the overall design vision and ability to give clients what they need before they themselves know it, rests squarely on the shoulders of executives. This responsibility, among other things, means that a leader can make a difference between a
Organization alignment helps companies realize their strategy and deliver in the marketplace. A successfully aligned organization makes hard choices, gets the right people involved, has a strong alignment leader, and absorbs complexities.
At the HR Policy Association CHRO Summit, I had a chance to have lunch with the former CHRO of Procter & Gamble, Dick Antoine. Dick is also the former National Academy of Human Resources President. As a fellow professional charged with helping organizations design, implement and sustain transformational change, I was curious to hear his top three learnings from the
Aligning Resources for the Things That Matter in Organizational Design Optimizing a business model isn’t easy. What’s more, your resources may be limited requiring you to be more thoughtful when aligning your organizational design to your business model. You want to be sure you’re making provisions for the things that really matter. Without a solid understanding of the parts of
The PMO stabilizes transformation efforts through standardization, establishes project cadence, and provides visibility and predictability to the long, complex transformation journey. If a leaders and organization design practitioners can leverage the strengths of a PMO, he/she can free valuable time and bandwidth to ensure a successful implementation.