Complete Organization Design Toolkit (PowerPoint PPTX Slide Deck)

This PPT slide outlines project governance requirements categorized by complexity levels: low, medium, and high. Each category is accompanied by examples and specific governance and team requirements.

For low complexity projects, such as minor team restructurings, the governance is relatively straightforward. It requires a Band B or C Project Sponsor and a nominated Project Lead. There’s no need for a formal Steering Group, as oversight is managed through existing governance committees. Key activities include progress updates to the relevant committee and documented business rationale for changes. Stage reviews must receive formal approval from the Project Sponsor.

Medium complexity projects involve transformations of larger entities, like functions or Lines of Business (LoBs). Here, a Band A or Executive Project Sponsor is necessary, along with a nominated Project Lead. A formal project office must be established, and a small Steering Group is required for oversight. The approval of a business case and associated reports to the Executive is also mandated.

High complexity projects, such as organization-wide redesigns, necessitate more robust governance structures. This includes a Band A or Executive Project Sponsor, a nominated Project Lead, and a small Steering Group reporting to the Executive. A formal program office setup is essential, and steering committee approvals are required at each phase. The project team for high complexity initiatives is extensive, including dedicated roles for project management and change management, ensuring comprehensive oversight and execution.

Overall, the slide serves as a practical guide for assessing governance needs based on project complexity, helping organizations align their resources and oversight mechanisms effectively.

This PPT slide outlines a structured methodology for organization design, emphasizing a phased approach to align business needs with human resources and talent management. It is divided into 6 key phases, each detailing specific actions and considerations.

Phase 1 focuses on defining the case for change. It stresses the importance of clearly articulating the purpose of the organization design project and aligning it with business objectives. This foundational step ensures that all stakeholders understand the rationale behind the initiative.

Phase 2 involves conducting a gap analysis between the current state and desired outcomes. Here, the emphasis is on understanding the existing organizational structure and identifying discrepancies that need addressing. This phase is critical for establishing a baseline that informs subsequent design efforts.

In Phase 3, the focus shifts to developing high-level design options. This includes selecting preferred design elements and assessing their potential impacts. The phase encourages collaboration among stakeholders to refine these options, ensuring they align with the organization’s strategic goals.

Phase 4 details the development of a more comprehensive design. It includes creating a detailed business case and outlining the necessary steps for implementation. This phase is about translating high-level concepts into actionable plans.

Phase 5 centers on the actual implementation of the design. It highlights the importance of managing change effectively and ensuring that all aspects of the new design are executed as planned.

Finally, Phase 6 emphasizes the need for ongoing evaluation and learning. This phase ensures that the organization can adapt and refine its approach based on real-world outcomes, reinforcing the importance of continuous improvement.

Overall, the slide presents a clear roadmap for organizations looking to enhance their effectiveness through thoughtful design and implementation strategies.

This PPT slide presents a framework for a geographic-based organizational structure, emphasizing how companies can optimize their operations by aligning them with specific regional markets. Key features highlight a structure that organizes around the geographies where products are sold, allowing for direct reporting to the board. This approach minimizes hierarchical layers, enabling division management to take on more responsibility. It also clarifies the separation of strategy and execution, which can enhance operational efficiency.

The slide identifies 2 primary categories: "Appropriate for" and "Advantages." The first section outlines scenarios where this structure is beneficial, such as organizations operating across diverse national or international landscapes. It emphasizes the importance of understanding local business environments and customer needs, suggesting that local production can be more effective than transporting goods.

Under "Advantages," the slide notes that this structure fosters recognition of local cultures and operational conditions, enhancing customer closeness. Clear geographic divisions are said to promote accountability and control, making it easier to introduce new products into specific markets.

However, the slide also addresses limitations. It points out potential inefficiencies due to duplicated efforts, which can undermine economies of scale. The challenge of maintaining consistent global practices while adapting to local conditions can create inconsistencies in product delivery. Implementing changes across various divisions may be cumbersome, and conflicts can arise between regional units and headquarters. Additionally, competition for resources among business units can further complicate the operational landscape.

This slide serves as a strategic tool for executives considering a geographic-based structure, providing insights into both its benefits and challenges.

This PPT slide presents a structured overview of the organization design project team specifically tailored for complex projects. It outlines the roles and responsibilities of various stakeholders involved in the project, emphasizing a clear hierarchy and communication flow.

At the top, the "Sponsor" holds overall accountability, championing the project and ensuring alignment with strategic objectives. This role is crucial for removing obstacles and modeling desired behaviors, which is essential for fostering commitment across the team.

The "Steering Group" is responsible for monthly checkpoints and formal sign-offs, acting as a governance body that can influence the pace and direction of the project. Their authority to escalate issues or halt progress underscores the importance of maintaining project integrity and alignment with organizational goals.

The "OD Project Lead" manages day-to-day operations, focusing on project delivery within time and cost constraints. This role is pivotal in navigating risks and ensuring that the project remains on track.

Supporting these roles are the "Talent and Organizational Effectiveness Representatives," who provide expert guidance on the organizational design (OD) approach. This group includes the "HR Business Partner," who ensures adherence to standard practices while advising on HR implications.

The "Change Lead" is tasked with designing and implementing change management initiatives, vital for ensuring smooth transitions during the project lifecycle.

Finally, the "High Level Design Team" and "Detailed Design Project Teams" contribute specialized knowledge, with each team member representing their respective lines of business. This layered structure ensures that both high-level and detailed aspects of the project are addressed effectively, facilitating a comprehensive approach to organizational design.

Overall, this slide encapsulates a robust framework for managing complex projects, highlighting the importance of defined roles and collaborative governance.

This PPT slide outlines the methodology for organizational design as employed by COMPANY A, detailing 6 distinct phases integral to the process. Each phase is tailored to the project's scale and complexity, indicating that larger initiatives will necessitate a comprehensive approach, while smaller projects may require a more streamlined process.

The first phase focuses on defining the case for change, which sets the foundation for the entire methodology. This is crucial as it aligns stakeholders on the need for transformation. The second phase involves conducting a gap analysis between current and desired states, ensuring that the organization has a clear understanding of where it stands versus where it aims to be.

In the third phase, the high-level design is developed, which serves as a blueprint for the subsequent detailed design in phase four. This phase emphasizes the importance of obtaining necessary sign-offs, ensuring that all stakeholders are aligned before moving forward.

Implementation, covered in phase five, is where the design is put into action. This phase may involve multiple iterations to refine the approach based on feedback and outcomes. The final phase, sustaining the changes, focuses on embedding the new structure and measuring its effectiveness over time.

The methodology also highlights the importance of integrating the Change Management Framework, emphasizing that any organizational design project inherently involves change management considerations. This comprehensive approach ensures that all aspects of the transformation are addressed, ultimately leading to a more effective and sustainable organizational structure.

This PPT slide titled "Types of Organization Design Projects" categorizes various organizational design initiatives based on their complexity and scale. It presents a matrix that distinguishes between projects affecting the whole organization and those focused on a single business unit. The complexity is classified into 3 levels: low, medium, and high.

In the "Whole Organization" section, high-complexity projects include large system implementations, such as ERP and CRM systems, and the integration of acquired organizations. These projects require extensive governance and a thorough application of the OD methodology due to their broad impact and the intricate issues they may present. Medium complexity projects involve transforming functions or executing process changes within a function, indicating a significant, but less extensive scope of change.

The "Single Business" section mirrors this complexity framework, but focuses on smaller-scale initiatives. Low complexity projects here include redefining roles within a team or forming new teams within a directorate. These projects are more straightforward and typically require less governance and oversight. Medium complexity projects, such as outsourcing or integrating outside teams, still demand careful planning, but are less daunting than their high-complexity counterparts.

This structured approach helps organizations identify the nature of their design projects and the corresponding governance needs. Understanding where a project falls within this matrix can guide executives in allocating resources effectively and anticipating challenges. This slide serves as a valuable tool for decision-makers considering organizational changes, providing clarity on the types of projects they may encounter.

This PPT slide outlines various organizational structures that businesses can adopt, emphasizing the importance of selecting a structure that aligns with different operational needs. It categorizes these structures into 5 main types: Functional, Product-based, Geographic-based, Customer-based, and Matrix structures. Each type serves distinct purposes and can be tailored to fit specific business requirements.

The Functional structure organizes teams by their functions, such as marketing, sales, and production, under a centralized board. This structure is straightforward and effective for smaller organizations, but may become cumbersome as a company scales. The Product-based structure focuses on specific product lines, allowing for specialized teams dedicated to each product category, which can enhance accountability and performance.

Geographic-based structures are designed for organizations operating in multiple regions, enabling localized decision-making and responsiveness to regional markets. The Customer-based structure emphasizes client needs, organizing teams around customer segments to improve service delivery. Lastly, the Matrix structure combines elements from various structures, promoting flexibility and collaboration across departments.

The slide also hints at hybrid structures, which blend different types to meet diverse business demands. For instance, a utility company might integrate centralized services with a process-based approach, allowing for both efficiency and specialization. This flexibility can be crucial for large organizations that face varying operational challenges across different segments.

Understanding these structures is vital for executives looking to optimize their organizational design. The right structure can lead to improved efficiency, better resource allocation, and enhanced responsiveness to market changes. This slide serves as a foundational overview for decision-makers considering how to best align their organizational framework with strategic goals.

This PPT slide outlines a structured approach to understanding the nature of an organizational design project before conducting a current state assessment. It emphasizes the importance of defining the project type, which informs the subsequent use of the guide. The slide lists 5 potential project types: creating a new organization, merging existing organizations, combining an internal and external organization, divesting part of an existing organization, and transforming an existing organization.

These categories highlight the diverse scenarios that can arise in organizational design, each requiring tailored strategies and considerations. The slide also features a matrix that categorizes different organizational design projects by complexity and scope. The complexity ranges from low to high, while the scope is divided into whole organization and single division or function.

For instance, projects like forming a new team within a division are classified as low complexity, while integrating an acquired organization falls under high complexity. This matrix serves as a visual tool to help executives quickly assess the nature and demands of various organizational design initiatives.

The examples provided under each category illustrate common projects that organizations may encounter, offering practical insights into what each type entails. This framework is essential for executives to align their strategic objectives with the appropriate organizational design approach, ensuring that they are adequately prepared for the challenges ahead.

This PPT slide outlines a structured approach to building a RACI matrix, which is a tool used for clarifying roles and responsibilities within a project or process. It presents 3 key steps essential for creating an effective RACI framework.

The first step emphasizes identifying the specific task or job that necessitates a RACI matrix. This foundational step ensures that the focus is clear and relevant to the organizational needs.

In the second step, the slide instructs users to develop the RACI template. It suggests that for simpler tasks, a basic design in Word or PowerPoint may suffice. However, for more complex scenarios, utilizing an Excel spreadsheet is recommended. This flexibility allows for better organization and clarity when detailing various roles and responsibilities. The slide advises users to leverage existing documentation, such as process flows and role descriptions, to outline the activities involved in the task and identify the individuals responsible for each.

The slide also includes practical tips, such as avoiding unnecessary activities that do not contribute to the output and ensuring that each activity begins with a clear action verb. This guidance is crucial for maintaining focus and ensuring that responsibilities are well-defined. The final step involves extracting activity assignments, which should be concise and linked to specific roles rather than individuals.

Overall, this slide serves as a practical guide for organizations looking to implement a RACI matrix effectively, ensuring clarity in roles and enhancing operational efficiency.

This PPT slide outlines the essential Design Principles that guide the Organization Design (OD) process within COMPANY A. It emphasizes the need for a structured approach to ensure that design efforts align with project objectives. The principles are categorized into Core and Tailored Design Principles. Core Principles are mandatory and apply uniformly across all OD projects, ensuring consistency in approach. Any deviations from these principles require approval from designated personnel, indicating a governance mechanism to maintain integrity in the design process.

Tailored Principles, on the other hand, are specific to individual projects. They are developed to address the unique objectives and benefits of each project, reflecting the strategic goals of the organization. This dual approach allows for both standardization and customization, which is crucial for effective organizational design.

The slide also presents a flowchart detailing the process for evaluating the organization design. It begins with testing the high-level design against the established Design Principles. If the design satisfies these principles, it moves forward to select the preferred high-level design option. If not, adjustments are made. This iterative process continues with a detailed design phase, where the design is again tested against the principles. The flowchart concludes with the finalization of the design and initiation of implementation, underscoring the importance of continuous evaluation throughout the design process.

Overall, the slide serves as a foundational guide for ensuring that organizational design efforts are both robust and aligned with strategic objectives, providing a clear framework for evaluation and decision-making.

This PPT slide outlines the second step in a structured approach to analyzing organizational information, focusing on the development of an understanding of the organizational landscape. It emphasizes the importance of utilizing data gathered in the initial step to inform the analysis. The slide is organized into a framework that highlights key components of an Organization Design Model, which serves as a guide for the analysis process.

At the center of the slide is a circular diagram labeled "Strategy and Operating Model Blueprint." This diagram is surrounded by several critical areas: Process, Infrastructure, Governance, Talent, Performance, and Culture. Each area poses specific questions aimed at guiding the analysis. For example, under Process, questions revolve around how processes need to be defined or modified to support team effectiveness. The Infrastructure section prompts consideration of the necessary resources and technology to support the design.

Talent is addressed through inquiries about recruitment alignment and career development, while Performance focuses on how new measures can support role identification and integration into existing frameworks. Culture examines how working methods and organizational culture may need to evolve.

The slide suggests that each of these components is interconnected and essential for a comprehensive understanding of the current state of the organization. By addressing these questions, executives can identify critical information that will inform the design of the new organization. This structured approach not only aids in understanding existing challenges, but also lays the groundwork for strategic decision-making moving forward.

This PPT slide outlines the daily responsibilities and challenges faced by a Customer Advisor within a newly implemented matrix organizational structure. It highlights the operational dynamics across various geographical locations, specifically focusing on the interactions between the Customer Advisor in London and the Customer Support Administrator. The text indicates that the organization has recently transitioned to this matrix structure, which involves both functional and geographical Customer Support Managers responsible for addressing customer complaints.

Key points include the Customer Advisor's initial task of managing an inbox filled with complaints from China, which have been forwarded by the Customer Support Administrator. The Advisor spends considerable time contacting customers to confirm receipt of their complaints, indicating a lack of efficiency in handling these issues. The slide notes that the Advisor struggles to address complaints promptly, which leads to customer dissatisfaction, particularly when there are delays in responses.

Several recommendations are presented to improve the situation. One suggestion emphasizes the need for better integration between the Customer Advisor and the Sales team in China to streamline the resolution process. Another recommendation addresses the geographical placement of the Customer Services team, proposing that it would be more effective to have this team located in China, where most complaints originate. Additionally, there is a call for training Customer Advisors in managing irate customers, which is crucial for maintaining customer relationships.

Overall, the slide serves as a critical analysis of the current operational inefficiencies and offers actionable recommendations aimed at enhancing customer service delivery.

This PPT slide outlines the scope of Organization Design at (illustrative) "Company A," emphasizing its definition and the boundaries of its application. It begins by stating that Organization Design is fundamentally about structuring the organization to align with strategic goals. This includes establishing a formal system of accountability that clarifies key positions and their authority to influence outcomes.

The slide delineates what Organization Design encompasses, highlighting 4 primary components: the organization structure, which includes spans of control and layering; resourcing requirements, focusing on full-time equivalent (FTE) and headcount needs; job and role design, which details accountabilities and performance metrics; and the necessary skills and capabilities. This structured approach aims to provide clarity on the expectations for project teams involved in Organization Design initiatives.

Conversely, the slide also specifies what Organization Design does not include. It explicitly lists areas such as performance management, leadership development, and inclusion and diversity, among others. By distinguishing these elements, the slide seeks to manage expectations and clarify that while these areas are important, they fall outside the direct scope of Organization Design projects at Company A.

This clear demarcation is crucial for stakeholders to understand the focus of their efforts and resources. It allows for a more streamlined approach to organizational restructuring, ensuring that teams can concentrate on the essential aspects of design without being sidetracked by related, but separate initiatives. The insights provided here are valuable for any organization looking to refine its structure and align it more closely with its strategic objectives.

This PPT slide presents a structured overview of the Sign Off Gate meetings essential for managing projects of medium to high complexity. It outlines a phased approach, starting with defining the case for change and progressing through various stages of analysis, design, implementation, and sustainability. Each phase is clearly delineated, emphasizing the importance of formal approvals at critical milestones.

Phase 1 focuses on defining the case for change, which sets the foundation for the project. The subsequent phases involve conducting a gap analysis and developing high-level designs. Each phase culminates in a Sign Off meeting, where the Steering Group must approve the continuation of the project. The slide indicates that specific inputs are required for each Sign Off, such as high-level design options and evaluations against design principles.

The framework also highlights the outcomes expected from each phase, including the development of business cases and tracking of outcomes and benefits throughout implementation. This systematic approach ensures that projects remain aligned with strategic objectives and that stakeholders are engaged at every step.

The final phases address implementation and post-implementation review, underscoring the need for ongoing measurement and learning. The Organization Design Governance Framework is referenced as a guiding document for the criteria required at each Sign Off Gate meeting. This structured methodology not only aids in project management, but also enhances accountability and decision-making processes within the organization.

This PPT slide presents an overview of the Organization Design Gap Analysis Guide, focusing on its purpose, application, and phases involved in the analysis process. It begins by defining the guide as a tool that aids in understanding the current state of an organization. The guide emphasizes the importance of analyzing data to identify key findings and pressure points that necessitate the development of a new organizational structure.

The slide outlines a structured approach to using the guide, detailing when it should be employed. It highlights a sequential process broken down into phases: defining the case for change, conducting gap analysis between current and desired states, developing high-level and detailed designs, implementing the design, and finally embedding and measuring the results. This phased approach ensures that organizations can systematically address the gaps identified during the analysis.

The rationale for utilizing the guide is also articulated. It serves to illuminate critical organizational elements and requirements that must be taken into account during both high-level and detailed design phases. By following this structured methodology, organizations can better navigate the complexities of change, ensuring that their design efforts are aligned with strategic objectives.

Overall, this slide effectively communicates the essential components of the Organization Design Gap Analysis Guide, making it a valuable resource for organizations looking to enhance their structural effectiveness.

This PPT slide presents an overview of the COMPANY A Organization Design Model, emphasizing the importance of a holistic approach to organizational design. It argues that successful design projects cannot solely focus on structural elements; rather, they must consider all organizational components to achieve optimal results.

The model identifies key components that influence organizational design, including strategy, processes, governance, systems, and talent. It highlights that the design should align with the overarching strategy and be driven by the need to achieve specific business outcomes. The interconnectedness of these components is illustrated, suggesting that changes in one area can impact others, reinforcing the necessity of a comprehensive perspective.

Additionally, the slide notes that individual performance, culture, and location are critical factors in shaping the organization. This indicates that a one-size-fits-all approach may not be effective; customization based on the unique characteristics of COMPANY A is essential.

Sustainability of the design is also a focal point. The slide stresses the need for regular reviews to ensure that the organizational structure remains relevant and aligned with the strategic objectives of the company. This ongoing assessment is crucial for adapting to changing business environments and maintaining effectiveness over time.

Overall, the slide serves as a foundational framework for understanding how various elements of an organization interact and the importance of a strategic, integrated approach to design. It positions the COMPANY A model as a comprehensive tool for executives looking to enhance organizational effectiveness.

This PPT slide outlines a structured approach to Organization Design (OD) projects, emphasizing a six-phase methodology that must be tailored to each specific project. The phases begin with defining the case for change, followed by conducting a gap analysis, and then progressing through design and implementation stages. Each phase is critical, as it builds upon the previous one to ensure a comprehensive and effective design process.

Responsibilities for these phases are divided among 3 key groups: The Business, HR Business Partners, and the Talent and Organizational Effectiveness team. The Business is tasked with leading and owning the OD projects, providing necessary content, and managing change and communication efforts. This highlights the importance of leadership and ownership in driving successful outcomes.

HR Business Partners play a supportive yet crucial role, ensuring adherence to the standard Organization Design approach. They provide expert guidance on HR implications and coordinate various HR functions, such as performance management and talent development. This collaboration ensures that the organizational design aligns with broader HR strategies and practices.

The Talent and Organizational Effectiveness team is responsible for owning the standard Organization Design approach and toolkit. They provide expert advice and guidance, ensuring that the design process is informed by best practices and tailored to the organization's needs.

This slide serves as a foundational overview for potential customers, illustrating the structured methodology and collaborative responsibilities essential for successful organization design initiatives. Understanding these elements can help stakeholders assess the framework's applicability to their own organizational challenges.

This PPT slide provides a structured approach to analyzing a completed RACI (Responsible, Accountable, Consulted, Informed) chart. It emphasizes the importance of assessing roles, responsibilities, and accountabilities within an organization. The content is divided into 2 main sections: guidance for analysis and a detailed breakdown of specific processes related to customer inquiries.

The first part outlines key questions to consider when evaluating the RACI chart. It prompts users to look for signs of overloading, such as too many responsibilities assigned to one person or excessive consultation, which may indicate inefficiencies. It also encourages examination of patterns that might reflect the personality traits of individuals in key roles. This analysis can lead to actionable recommendations for redistributing tasks to enhance clarity and efficiency.

The second part lists various processes associated with customer inquiries, detailing who is responsible, accountable, consulted, or informed for each activity. This section serves as a practical example of how to apply the RACI framework in real scenarios. The activities include logging customer inquiries, acknowledging them, resolving issues, and closing inquiries, with clear designations of roles for each task.

Overall, the slide serves as a valuable resource for organizations looking to refine their operational processes. It highlights the necessity of clear role definitions and the potential for improved performance through thoughtful analysis of existing frameworks. By addressing these elements, companies can better align their teams and enhance overall effectiveness.

This PPT slide outlines the role design approval process specifically for non-union employees across various bands, labeled A through F. It is structured as a flowchart, guiding stakeholders through the necessary steps to ensure proper role evaluation and compensation alignment.

At the top, the process begins with the Executive level, indicating the importance of leadership involvement. The Global Compensation and Benefits Team is referenced, emphasizing the need to consult the Global C and B Governance Framework for detailed guidelines. This suggests that the framework is crucial for maintaining consistency and compliance across the organization.

The flowchart bifurcates into 2 main paths based on the bands: A & B roles and C & F roles. For Bands A & B, the process starts with a complete Hay Role Evaluation, which is a systematic approach to assessing job roles. If the band is deemed appropriate, the next step involves completing a pay mapping exercise. If not, the process requires revisiting the role design.

For Bands C through F, the process includes a check on banding appropriateness and alignment with the COMPANY A role matrix. This highlights the need for careful consideration of how roles fit within the broader organizational structure. Again, if the band is appropriate, pay mapping is conducted; otherwise, revisions are necessary.

The slide also notes that the process is currently being refined by the Compensation and Benefits Team, indicating ongoing improvements. The final steps involve sending approved band and pay data to the Project Sponsor for sign-off, ensuring that all stakeholders are aligned before implementation. This structured approach underscores the importance of thorough evaluation and governance in role design.