The following is the first of a 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 align with strategy

Much has been written about why organizations fail to deliver their strategies. We hear that those strategic plans are not achievable for a variety of reasons, and the reasons often lead us to a root cause of poor organization design. In this case study, we explore how the organization structure of a multinational prevented the execution of a new strategy, and how a new structure supported the delivery of that strategy fostering significant bottom line performance improvements.  

For a more detail read of this case study, click here: Case Study: Structuring to Align with Strategy

2. Case Study: Structuring for innovation and growth

A properly structured and well-managed “innovative” organization encourages, supports, and enables innovation at every level.  Distinct levels of work contribute to innovation differently.  Front-line roles contribute to innovation in ways that affect the quality and speed of service delivery versus senior leadership roles that drive the innovation of new products, services, markets and even business models.  In this case study, we explore how a well-designed structure enabled a global organization to achieve innovative growth and value creation.  

For a more detail read of this case study, click here: Case Study: Structuring for Innovation and Growth

3. Case Study: Structuring to drive sustainable engagement

We often get asked why engagement projects do not have a higher sustainable impact on employee engagement levels and business outcomes. The benefits of an engaged workforce are clear: increased productivity, decreased turnover, and improved business results.

Two conditions are commonly expressed by highly engaged employees across industries.

I. Clear role accountabilities and aligned decision authorities. Employees want to do meaningful work and they need clarity on their accountabilities and their decision authorities. i.e., they are motivated by work that is aligned to their values, skills, abilities, and interests and they need to understand their accountabilities and their decision authorities which enable them to take action.
II. Effective relationship with their manger. Employees expect their managers to provide them direction and meaningful feedback to succeed in their roles and support them in achieving their goals.

See how a well-designed structure paired with managerial effectiveness enabled this Canadian financial services organization to create a foundation for sustainable high employee engagement.

For a more detail read of this case study, click here: Case Study: Driving Sustainable Engagement

In the final part of this series, we will explore organizations that struggled to overcome slow business decision-making and poor execution, excessive bureaucracy, and a stagnation in the growth of shareholder value. Stay tuned.

Sylvia Klarer, Partner with Core International Inc. 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 sylvia@coreinternational.com or call 905-512-4472.

Core International | Organization Design Consultants