Designing Effective Organisations
Too often organisations are not designed for success, with structures and roles a reflection of history, personalities and the independent choices of managers. This variously manifests as misaligned effort, competing priorities, confused decision making, duplicated resources, stifled innovation, muddled levels of work and the noise of daily business drowning out strategy execution. Poor organisation design sees all together too much energy expended overcoming internal friction and waste, detracting energies away from meeting the needs of customers and the challenges of navigating externally imposed change.
Effective organisation aligns and connects people across the organisation to release their talent and energies to execute strategy, innovate the business and deliver reliable operational outcomes. Effective organisation relies on a combination of fit-for-purpose design, clarity throughout the organization around individual & shared contributions, and transparent accountability for outcomes.
We work with senior executives – and enable their people and culture team – to develop and implement fit-for-purpose organization design. This includes building clarity around the organization’s operating model, translating the operating model into efficient line and functional structures, and ensuring that roles are clearly defined and aligned. The organizational reset also informs the realignment of people systems and practices to match behaviors and talent to the operating model intent. Our proven design methodologies ensure high levels of organizational engagement and integrate best-practice change management to realize and sustain business benefits.
Building Change Agility
Change is a constant in today’s organisations. Changing customer expectations, relentless competition and increasing demands from regulators place ever increasing demands on organisations to adapt, innovate and improve. Where change was once seen as temporary disruption to business-as-usual, today’s increasingly global and volatile world sees change as a constant in all corners of organisations. Top-down, centrally driven change models are proving constraints as organisations need to take agile, distributed approaches to innovating both what the business is and how business gets done.
Adaptive, execution focused organisations consciously propagate change agility as a shared mindset and change management as a critical business capability. Responsibility for effectively leading change is widely dispersed in the organisation and a common framework for managing change is reflected in all aspects of how the business is managed.
We work with medium to large organisations, business units and functions to build change capability. This includes the development and implementation of custom-built change frameworks, methods and tools tailored to integrate with existing business systems and methods. We support deployment within organisations through the training and development of internal change stewards and leaders as well as targeted real-time coaching with respect to specific change initiatives.
Charting Transformational Change
In today’s increasingly volatile and complex world, organisations find themselves needing to make larger and more difficult strategic moves. The days of incremental change in limited few areas have given way to the need for transformational change on multiple fronts, often spanning previously siloed organisational units. In business transformations, change complexity quickly overwhelms business-as-usual management practices and systems. In the absence of an agreed approach to execution, strategy implementation risks being lost to the noise of daily work.
Business transformations require discipline to translate strategy into tangible action, ensure that everyone understands the game plan and to focus the entire organisation on realising agreed opportunities. This needs to be backed up by fit-for-purpose management structures that provide transparency as to who is doing what, how efforts are tracking and whether business outcomes are being realised. And leaders need to create the conditions that release people’s creative energies and work across teams to deliver required innovation.
We work with organisations to deliver strategy. We engage with executives and functional leaders to develop pathways for strategy execution. This includes building fit-for-purpose mechanisms for translating and deploying strategy as concrete plans, aligning efforts throughout the organisation, architecting large scale change and program design and governance. We also specialise in helping organisations diagnose where their current strategy deployment and program execution have gone wrong and finding practical solutions to get them back on track.
There is no doubt that role performance and career advancement turn on hard skills and knowledge. But success in these hard skills – and finding comfort in ourselves – turns on the internal game we play. Growth requires that we challenge how we see our world, our understanding of ourselves and how we relate to others.
As we transition into new roles or across organisations, we often find that what worked for us previously doesn’t work anew. Success requires learning new perspectives, adapting our behaviours, having the confidence to take personal risks and developing the resilience to bounce back when things inevitably come unstuck.
Coaching aims to unlock a leader’s potential to maximize their own performance. The underlying premise of coaching is that individuals are inherently resourceful to decide and enact their own change. Rather than teaching or advising, the coach’s role is to support the client’s learning and choice making.
Coaches guide clients to discover their own solutions for being more effective in work and career. On a coaching journey, clients generate personal insight, explore options, commit to action, reflect on outcomes and integrate learnings.
We deliver tailored, confidential coaching to executives and senior leaders. Our coaching supports both line (P&L) and functional leaders as well as high value individual contributors. Coaching is delivered through 60-90 minute one-on-one sessions – either face-to-face or remotely – over the course of several months. Engagements are tailored to the specific needs of the individual and the sponsoring employer, including integration to your corporate talent programs.
Executive and Team Mentoring
Organisations are running leaner and talent is more mobile than ever before. This has seen organisations placing bigger bets in the talent choices they make. Business unit leaders and heads of function are often landing into their roles with more potential but less experience than in the past. In today’s fast paced business world, learning curves need to be short and the risks of failure – for the business and the individual – are high.
Guided by the needs, interests and curiosity of the client, mentoring presents an opportunitay to connect with someone who has ‘been there, done that’ to draw on their experiences – good and bad – that can shorten the client’s learning curve and inform their choices.
Often clients already have the majority of the answers they need to move forward in their work, business or career but find themselves mentally stuck for want of the wisdom that brings the confidence to move forward. Mentoring presents a risk-free opportunity for clients to road-test their thinking or draw out the mentor’s experiences that might inform their choices.
Mentoring differs from coaching in that coaching assumes that the resources for success rest with the client (with the coach avoiding offering their own perspectives on solutions) while in mentoring the client draws on the mentor as a source of knowledge and perspective. And mentoring differs from consulting as the mentor refrains from providing advice and in-depth analysis and deliberation that consulting entails.
We draw on nearly 4 decades of experience – including working as a senior business executive and head of function – to deliver insights across all aspects of leading organisations as well as the contribution of the People and Culture function. The focus for mentoring is steered by the client and includes topics as diverse as leading change, leadership, transformational change, leading and shaping the people & culture function, shaping culture, talent management and team dynamics.
Our mentoring of executives, senior leaders and people & culture leaders is delivered through either one-on-one sessions or with an intact team. Mentoring can be delivered either face-to-face or remotely. Engagements are tailored to the specific needs of the individual, team and sponsor, including the potential to integrate mentoring into ongoing professional development and talent programs.