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"This (Service Leadership) programme sent a massive ripple around the industry, because it showed that we're really clear on what we're doing. We have used these people on many occasions and have always found them to be very pragmatic - they work well within the culture of our organization, providing excellent facilitation in the change management process. I have no hesitation in recommending them to other businesses."
Peter Hindle
Managing Director Jewson Limited. |
In our experience, very often the structure of an organisation is misaligned to the strategic objectives of that business, making it at best difficult to deliver the desired bottom line results.
To compound this, development opportunities are often drowned in the organisation, tangled with day-to-day operations and rarely fulfilling true potential.
This misalignment manifests itself in a number of different ways, the most common being:
- Poor alignment of the organisation with the market place, making it hard for customers to communicate, and even worse, making it harder for them to buy
- Misaligning the organisation with strategic objectives
- Misunderstanding between functions and poor fit in terms of common objectives
- Misunderstanding within functions, usually as a result of mixed messages and conflicting objectives
- Lack of transparency regarding the added-value generated by a function or department, leading to a lack of confidence and faith in that area
- Designing a business around transactions rather than development, i.e. –being IT rather than strategy driven
- Designing a business along the principles of Front Office – Back office, (in some cases denigrating essential core functions) instead of by Core Business and supporting Shared Services (Command, Control and Transactional)
- Denigrating real Back Office support through not understanding it is a Service, Enabling and Co-ordination function, i.e. administration, PA/secretarial, receptionists, analysts etc
- Confusing development with ongoing operations, stifling new ideas too early in their growth, and ignoring the greenhouse effect
- Not taking a holistic view when designing organisations, and trying to force fit elements of the business together
- Using sticking plaster rather than making breakthrough changes when necessary
- Not designing the organisation for the future
At Brooklands CG we have considerable experience in working with successful businesses in the creation and development of effective, flexible and workable functions and structures – encouraging high performance in turning strategies into action.
We have achieved this by working in partnership with senior management in understanding the strategic objectives of the business and taking a holistic view of the organisation.
