Creating Differentiated Strategy
Being the dominant player in a market can bring its own vulnerability. Leaders at Scotiabank, which dominates the Canadian Indirect Lending market, did not want to rest on their laurels and allow competitors to take away their customers. To ensure and strengthen their market position, they needed to align strategy to customers’ changing needs.
Designing the Organization
Sometimes the design of an organization limits its potential for growth. GE Energy Services, with seven business lines and a global sales force of more than 1200, wanted to increase its sales by 10% while improving efficiency by 10%.
Leading the Design
A strong viewpoint is part of being a leader, but change leadership recognizes the need for some unity of perspective. A large multi-national company was undergoing a significant transformation, changing from a disconnected IT group spread out among multiple business units to a centralized, aligned IT function. With limited coordination in the past, these.
A powerful organization redesign can lose its impact without robust implementation. Benjamin Moore had been focusing significant resources on redesigning and reinvigorating its retail channel to combat competition from large, home improvement retailers. Initial redesign results had been positive, but IT leadership recognized they needed to improve the way their resources and assets supported the company’s strategic direction.
Abbott Laboratories wanted to build its internal ability to respond to organization design needs. With a small corporate group of organization effectiveness specialists supporting about 70,000 employees spread over 150 countries, they knew they needed to build capabilities within local HR leaders. They also wanted to develop a toolkit they felt confident offering to HR and line leaders who were recognizing the need for organizational design interventions.