Often, organizations look to outside partners to assist with organization transformation. This is natural, as organization design and change demand specific skill sets that are not always readily available within an organization or easily hired. However, the opportunity also exists for organizations to build these capabilities internally. There are many
In the initial stages of an organization redesign, enthusiasm often runs high. Everyone is excited to brainstorm new ideas and develop new solutions for solving problems or issues in ways that are more effective, efficient, and profitable. But as important as the organization design process is, and as much work
A colleague once told me a story about an acquaintance of his who was asked to take over management of a failing manufacturing plant in the hopes that he could turn it around. All he did for the first month or two was walk around observing: listening, watching, and learning.
Almost all organizations now are aware of the importance of diversity. Most have identified at least one person at the executive level whose role and responsibility is to help the organization address systemic issues around lack of diversity or the lack of inclusion of certain types of people, including people
All great accomplishments start with great ideas and/or plans, but it takes action to bring them to reality. When we redesign an organization’s business model or its organization design, it’s one thing to blueprint or architect it to create a good approach for achieving marketplace success, yet it is another
By lightening the load for business partners, HR leaders can safeguard the credibility of HR and ensure the success of the HR transformation.
Traditionally, much of the activity involved in change management has revolved around the art of communication and persuasion. To effectively create change in an organization, it is imperative to anticipate the reactions of stakeholders to a proposed change, and effectively communicate with them in such a way that they willingly
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
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.