ten slides in ten minutes - a perspective on organisational design
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S S Ten Slides in Ten Minutes: A Perspective on Organisational Design
Presented by:
Bill Graham APM.APMP
July, 2013
bill.graham@sales-synthesis.co.za
Dominant Exclusive Emerging Pervasive Absent
Symbiotic relationship with clients
Sustainability
Making the competitors irrelevant
Projects Particular Performing Pertinent People Places
The Sustainable Business Imperative
Building mutually beneficial and sustainable long-term client relationships
Source: Sales Synthesis
Multi-National Companies [MNCs] may embrace a new dawn or a long dark night.
Know where you are going
Slide: 2
Leadership
Executive
Management
• Ensure that the Strategic Market Development initiatives
support business aspirations
• Delivery of revenue to the business
• Mitigation of identified risks
• Delivery of profit (value) to the client
Structure
Processes
Growing a Business is not a spectator sport
Source: Sales Synthesis
Organisational Design is a Key Component of a Sustainable Business Centric Framework
Moment of Truth
Slide: 3
• Strategy moulded by present solutions portfolio
• Strategy stagnation • Limited portfolio for growth potential • Indeterminate value propositions
Culture
Resources Process
Org Struct Strategy Learning
• Sales personnel have limited portfolio of offerings
• Largest number of employees working in security
• Low number of resources in areas where customer contact is prime
• Low number of resources in areas where revenue growth could be derived
• Development programmes available but relevance needs assessing
• Potential for building skills base •
• Open, honest, ethical • Predominantly European • Willing to learn • Potential to mentor / coach & grow
• Functional structure sound • Reporting structure confusion • Unclear demarcation of authority • Inadequate resourcing in certain units
• World-class employee handbook • Appearance of sound policies • Low adherence to policies and
resultant interventions
Relevance of Organisational Design - determined through analysis
Slide: 4
Armed with this information gaps may be determined & action plans crafted
Source: Template, courtesy of Melrose Atteridge
Understanding the impact of cultural differences is key to global business success
Model of Culture
Time Focus
Space
Structure
Action
Time Orientation
Power
Communication
Competition
Source: Centre for Promoting Ideas, USA, 2012
Culture : ‘the inherited values, concepts, and ways of living which are shared by people of the same social group’
Activities: One after the other – with detail; Concurrent activities – less detail
Past, present, future: Traditional – short term gains through to long term plans /results
Hierarchy versus Equality: Dictatorial through to involvement
Wealth, performance, ambition versus Job satisfaction
Doing or being
Individualism or collectivism: Individual is self-reliant versus shared values of group
Personal zone: Business rather than personal issues
High context versus low context
Slide: 5
Some major organisational failures can be fairly attributed to some of the C-Levels.
Drowning at C-Level
Some CEO’s have reached the age where the happy hour is a nap
Be careful when fishing at the shallow end of the Gene Pool
'Smart people believe weird things because they are skilled at defending beliefs they arrived at for non-smart reasons' - Michael Shermer
Fact: C-Level people are intelligent and so, when they believe something, you can be certain they will find a way to convince others that it’s ‘the single version of the truth’. Thus, their decisions in terms of organisational design can be disastrous
Slide: 6
The Organisational Design Paradox – Lowering of Productivity
Source: Sales Synthesis
Number of Resources in a key Business Unit
Productivity
The crest of sensibility
[Optimal Design]
Slide: 7
An over-resourced key Business Unit, impacts across the whole organisation
The trajectory of hopelessness
The Organisational Design Paradox – Over-Resourcing across other Business Units to be able to Service at ‘Optimal Level’
Source: Sales Synthesis
Slide: 8
An over-resourced key Business Unit, impacts across the whole organisation
Over-Resourced Key Business Unit
Optimum Resourcing
Inflated Resourcing to interact with the over-resourcing of the Key
Business Unit
Business Units
Inter Business Unit Interaction
Points to Ponder
Slide: 9
• Most businesses reward those that are supportive of the group’s strategies and punish those who challenge the authority of the leaders by raising doubt/s
• 'The mere fact that a man is noted in his particular field of research, astronomy, physics, or mathematics should not be considered as presumptive evidence of his ability to see correctly things outside his experience.'
- Joseph Rinn
• Business Personality: The shared culture, about a company, about each other, about the value of treating others with respect, about being proud of who you – and your colleagues are - and about loyalty and integrity [Being good when no one is watching]
• ‘If you are riding a dead horse, the best strategy is to dismount.' - unknown • Legacy structures cannot drive new business opportunities.
Q&A
Slide: 10
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