This is the second part of our two-part series in which we will share with you six case studies that demonstrate how poor business results were overcome with the help of good organization design.  

In each case study, we will share:

the symptoms of structure misalignment experienced by our clients,
our approach to organizational design leveraging scientifically proven design principles, and
high impact business results achieved by our clients through the alignment of structure and strategy

1. Case Study: Structuring to restore value

Sometimes as organizations grow, they drift away from their ideal design. Cracks begin to show. Managers report that they feel like they’re “always in the weeds”. Senior leaders report that they can’t get to their long-term work because they’re “always putting fires out”. People in the organization forget who is accountable for which decisions, and organizational boundaries become blurry. Escalations increase, slowing the organization down. In this case, we review our approach to helping a major Canadian financial institution restructure to ensure that every managerial layer was adding value to the work of the layer below – increasing the overall effectiveness of the organization and re-focusing the leadership team on their general management work.  

For a more detailed read of this case study, click here: Case Study: Structuring to Restore Value

2. Case Study: Structuring to increase velocity

When this Canadian telecom company’s strategy called for increased agility, a leaner operating model, accelerated speed to market and increased focus on service delivery and customers, the CEO realized that the organization he had wasn’t the organization he needed. Decisions of any consequence were escalated to the top of the organization, resulting in a sluggish and risk-averse organization. Read how we helped this organization reduce their go-to-market cycle time by 66%.

For a more detailed read of this case study, click here: Case Study: Structuring to Increase Velocity

3. Case Study: Structuring to reduce bureaucracy

How do you decide if an organization is “too big to manage”? Our approach was to look at this large municipal government to assess the scale of a very large department which some had said was simply too big. Often organizations add roles to address short term issues or projects. Over time, this can build up extra layers in the organization, which creates additional work for management and redundant roles. We helped this organization restructure from 9 layers deep to 5, eliminating 4 extra layers that were not adding value to the organization, and increasing its bureaucratic practices in the process.  

For a more detail read of this case study, click here: Case Study: Structuring to reduce bureaucracy

Stay tuned for the next entry in our ongoing series.

Ed McMahon, Partner with Core International specializing in creating organization designs structured to deliver strategy and improve performance.

For more information on how we at Core International can help you get the best out of your business, book a call to talk things over click here or email or call 905-339-9502.

Core International | Organization Design Consultants