Instead of getting trapped in an endless cycle of restructuring, costly system replacement and change, organisations can make a head start by removing unnecessary and unproductive internal interactions
Structure your organisation
to achieve a lasting impact
Why bother?
When companies are looking to reduce costs, restructuring is one of the first things that comes to mind. In many cases though, the focus is on reducing numbers and redrawing reporting lines and jobs/boxes. At Business Insights we focus firstly on addressing the root causes that result in what might be considered an excessive number of heads and a management heavy structure in the first place. Going directly for the root cause has a more lasting impact, solves the issue at the source and prevents staffing cost rises from recurring.
What is our philosophy? What insights do we provide?
We provide insights to ensure our clients’ transformation initiatives stay on the right track: simply adding new levels or roles to improve coordination between functions can have the opposite results; having separate support functions in different areas/markets is usually unnecessary; enhancing decision making locally in teams can be more powerful than structural changes; multi department and multi functional roles need to be staffed by people with the right mindset and problem solving abilities; and creating a lean and agile organization requires continues effort.
How do we make it happen?
We assist our clients to focus on 3 elements during transformation: Improve processes and handovers so that people work smarter, not harder; manage complexity of work through enhancing decision making and problem solving at the front line; create a culture of change by making the change a journey that energises and renews people.
Improving decision-making and problem solving processes, creating key roles across functions and getting the right behaviors and mindset has a lasting impact on performance and cost.
Stefanos Marcou
Associate Partner
sm@businessin.biz
Organisational and Activities Structure
We define organisation and activities structure as the way that we structure our organisation and activities to deliver our strategy. It is the formal system of accountability that defines key positions and legitimates rights to set goals, receive information and influence the work of others.
In order to set up or review that structure you cannot just focus on the organisation structure overlooking the activities that are happening within that structure.
We start by understanding how you are set up currently and what activities happen, when, how and where they happen. All that forms our activity value analysis as we evaluate if the activities add value, they are done in an efficient manner and they are done by the right business area.
Roles and Responsibilities
How well are the roles and responsibilities defined in your organisation.
It is in fact crucial to performance management that your people know what is expected of them. It is also extremely important to identify what competencies are required in each role.
Resourcing requirements
What resources do you need? Which resources could be considered “nice to have” and which “impossible to do without”?
Again we go back to basics and look at what the optimum setup is for the business so that we can identify exactly what it takes to get the job done, on time, to specification and within budget.
Capabilities Requirements
So we know what we want to do and how to do it. We know how many people we need to do it. We even looked at the resources we need and are confident we have a pretty solid setup.
When push comes to shove, what can we expect of our people an systems? How will they perform under normal circumstances? How will they respond under pressure or even in the face of a crisis?
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