In our previous blog, we discussed how organizational strategy impacts the design choices organization leaders must make. We also touched on the concept of organization alignment with strategy using our Cube model of organization design, which equates the organization systems (work processes, structure, information and metrics, etc.) of a business
There is a tendency among organizations to equate strategy with goal setting: what we want to become, where we want to go, what we want to achieve. These goals are often set from a financial or operational performance perspective. For example, targeting revenue goals, achieving a market leadership position, or
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
Many companies are setting up internal centers of expertise (COE) to help do and manage the work of implementing organization change. Having these capabilities in house can be an efficient and cost effective way to manage change within an organization. However, COEs that operate in isolation or as a bolt-on
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
In a recent post, we addressed the topic of linkages within an organization. Linkages, or informal relationships within an organization, make up the organization’s “unseen,” informal structure: how people relate to and work with each other across organizational boundaries. Linkages often have as much or even more impact on organizational
The design of commercial organizations inside of companies brings unique organization alignment challenges for executives and practitioners alike. Because most sales and marketing functions touch the end-customer in very real and tangible ways, the design of these functions must create an extraordinary experience for customers and also deliver differentiated marketplace
By taking the time to plan the linkages you can avoid wasting a lot of resources trying to adjust your formal structure to deal with what could easily be addressed in your company’s informal structure.
Digital technologies—not just hardware, but data, artificial intelligence, networks, social platforms, and other digital applications—are rapidly and profoundly changing the way we do business. More and more companies of all sizes and in all industries are engaging in digital transformation as a way to more seamlessly and intuitively design customer
After helping dozens of organizations improve the efficiency, quality, and success of their work processes using an Agile approach, we at AlignOrg Solutions are firmly convinced of the benefits Agile can bring to many companies. However, when we talk about incorporating Agile principles into organization design, we are in no