- The company’s organizational design was overly complex in terms of end-to-end process, leading to poor cross-functional visibility.
- Roles were duplicative and redundant, resulting in inefficient processes and a lack of accountability and governance.
- Functional groups were experiencing communication breakdowns, with unclear handoffs and a lack of cross-sharing of technical, product and customer information.
Our consulting team worked with the company’s leadership to design the optimal future state of the organization. We analyzed their current state to understand how the business operates, developed clear job descriptions and completed an organizational redesign. A comprehensive change management strategy, developed in partnership with management, guided the transition.
- Service Catalog – We worked to define the activities conducted in the current organization down to the sub-process and activity level by role.
- Activity Analysis – We took the time to understand processes, resources allocated, and time and effort required to complete tasks.
- Organization Design Guiding Principles – We used strategic planning objectives, defined, and prioritized guidelines and objectives for redesign decisions.
- Future State Organization Design – We developed a preliminary view of the organization to socialize, gather input and gain alignment.
- Complete Organization Sizing Analysis – We determined appropriate sizing of the functions and departments based upon benchmarks along with current and forecasted demand.
- Change Management Plan – Based on the final future state organizational chart, we mapped current roles and people to new roles and documented areas of change. We communicated the new organizational direction, role changes and new role responsibilities to the organization, and held follow-up meetings with impacted employees.
The company gained an effective organization design with clear role responsibilities and defined cross-functional processes. The result was a higher-performing team with the right number of employees in place. Performance improvements were directly measured by the timeliness of new product launches, and the quality and reliability of service to customers.