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equally as complex to ensure the strategy
is realised.
Manage inherent tensions by running
a process to understand the differing
priorities, then drive alignment and
address through the organisation design.
The design solution lies in creatively
configuring the organisation across multi-
dimensions, to devolve or centralise activities
to deliver local innovation or specialisation
as needed. Given the growing demand to
design more adaptable organisations, the
question remains ‘how’ HR teams can step
up to this challenge. Some of my tried and
tested recommendations would be to: 2. Scrap the analogue, 2-D approach to
organisation design typically done in
Excel and PowerPoint. Instead, today’s
organisational systems demand smart
visualisation and modelling tools to
bring to life the interplays between every
element of the organisation.
1. Work proactively with business leaders to
understand and document the strategy.
Translate strategy into prioritised design
criteria and principles that will shape the
operating model. 3. Drill down from macro operating model
design to micro role design. Align
business goals to individual objectives,
create accountability for work and
develop competencies to succeed.
Create roles with purpose where
individuals can flourish.
4. Methodically calculate the number of
FTE positions required for each role.
As the business grows and changes
and that number invariably fluctuates,
organisation design naturally morphs
into workforce planning to fulfil the
organisational needs. Although
digitalisation is accelerating change and
adding complexity in organisations, it can
also form a key part of the solution.
Smart adoption of technology will help
build capability and better equip HR to
adapt the organisation to face today’s, and
tomorrow’s challenges. n
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