"Differentiation is more than setting yourself apart from your competition, differentiation is providing something to your customers that they cannot get somewhere else."
Abe Wong




ORGANIZATION DESIGN
 
 
Business process reengineering is a management approach aimed at making radical improvements by means of increasing the effectiveness of the processes that exist within and across organizations. The key is for businesses to look at their business processes from a ‘clean slate’ perspective and determine how they can best construct these processes to improve how they conduct business. It includes affecting change within in an organization in a major way, so ideally it will look at all aspects of the business. It often includes implementing new technology, but it will always include organizational change and often fosters the need for a new organizational design.

Advanced Strategies uses business process modeling ( with data flow diagramming) to describe, analyze, and document current business processes. We create with the business users an intuitive, non-technical model representing their perspective of how the business is conducted. Then a staged approach is taken to strip the model down to the bare essential processes to help the users ‘let go’ of
legacy practices and brainstorm and research for new opportunities and methods. The process model is then rebuilt to represent a desired, future state.

To affect the Organizational change, a five step approach is used to specify the business strategy and vision, identify the work needed to achieve the vision, configure the work into organization roles, develop the design, and plan the transformation. This methodology works whether re-designing an existing organization or building a brand new one.

Subject Overview: We live in a fast-paced world in which change cannot be stopped or ignored. In response to this, management is often tempted to task a couple of people to rush an organization design in a hidden “back room”. But the result is almost always based on a limited perspective and often lacks sufficient detail to be explained and defended. The resulting chaos can paralyze an organization. However, there is a methodical approach to developing an optimal organizational structure that clearly defines roles for staff and management. By following this robust process, the resulting organization will be able to withstand major business changes without having to distress the organization structure. This methodology works whether you need to re-design an existing organization or are building a brand new organization.

Course Outcomes:
Students of Advanced Strategies’ Organization Design Course will return to work:
1. With a framework and process for constructing an organization design.
2. Understanding the importance and components of aligning to the business strategy model and shared vision.
3. Able to determine the type of planning and design needed in their environment and culture.

Course Outline:
Foundation of the Organization Design Process
  • Specifying the Business Strategy & Vision
  • Indentifying the Work needed to achieve the Vision
  • Configuring the Work into Organization Roles
  • Developing the Organization Design
  • Planning the Transformation
Specifying the Business Strategy
  • Why does the Organization Exist? What are the Intentions?
  • What are the key business goals? Who are customers? Main offerrings?
  • What Values govern the behavior in obtaining the intentions? By what Means?
  • What is the environment, internally and externally?
  • Capturing the overall Vision
  • How the Strategy guides how the oraganization is structured
Identifying the work needed to acheive the Vision
  • Identifying the Current Work of the Organization
  • Interviews and Facilitated Sessions
  • Activity Lists, Process Modeling, Use Cases
  • Stripping down to Essential Processes
  • Braintorming Opportunities for a better future state
  • Identifying the work of the new organization
  • Converting into al list of “work units”
Configuring the Work into Organizational Roles
  • What Characterizes an Organizational Role?
  • Identifying key drivers, considerations and policies that guide the organizing of work units
  • QPRO framework
  • Qualifications
  • Process-Driven
  • Relationships based
  • Offerings knowledge
Completing the Configuration by Sourcing the Work
  • Culture& Degrees of formality
  • Determining the strategies for sourcing the work
  • Employees vs Contractor
  • Out- Sourcing
  • Community Sourcing
  • Consortiums & Collaborations
  • Self-Service by Customers
  • Volunteerism
  • Manual vs Automated
  • Remote communications
Completing the Organization Design
  • Identifying managemnt organization roles
  • Determiing links throughout the organization
  • Coverting Role into Positions
  • Clustering roles into FTE loads
  • Assessing Positions to Staff
  • Adjusting Positions to Policies
  • Mapping existing staff to to positions using QPRO
  • Diagramming the Organization
  • Preparing decriptive text and role descriptions
Planning the Transformation
  • The Overall Transfomation Plan
  • Gap analysis
  • Identifying transformation activities and timeframes
Realizing the Vision
  • Communications and Training
  • Facilities, systems , and other considerations
  • Culture impact and promotion
  • Acceptance by all stakeholders

Who Should Attend:
Organization Design Managers, Process Reengineering Analysts, Change Agents, or anyone who is leading an Organization Transformation Effort

Course Duration:
Three Days to Five Days ( depending on customization needs and depth required)

Class Availability: Request It Now!

Materials Provided:
Student Course Book, Samples, Case Study, and Additional Handouts on Detailed Techniques and Tips

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