A properly structured and well-managed organization encourages, supports and enables innovation at every level.

Front-line workers are often very innovative in ways that effect the quality and speed of service delivery. Take a skilled tradesperson who creates jigs, fixtures and techniques to enable their work to be done faster and with more precision. An important part of fostering innovation in this case, might be reward the innovator, and expedite the adoption of these tools throughout the organization.

At the most senior leadership level, innovation should occur at a different level entirely: new products, services, markets, or perhaps even business models.

What’s the difference between Apple Music and Napster? One highly successful, and one (in its original incarnation) litigated out of existence.

The answer: Apple Music innovated at the industry level, forever changing the music industry itself. Napster innovated at the technology level – a level that proved insufficient for the nature of the service it was trying to create.

At what level does your organization need to innovate in order to thrive? And are you structured to foster and grow innovation at that level?

We can help you answer these critical questions, and then work with you to design and implement an organization that will take innovation to new heights.

Many people use the terms hierarchy and bureaucracy as if they are the same thing. In fact, they are two completely different concepts. A hierarchy is a method of organizing; bureaucracy refers to something that is excessively and perhaps needlessly complicated.  

We view hierarchy as a natural and desirable characteristic of organizations. Properly constructed hierarchies accelerate the execution of an organization’s mission and are essential to getting the work of the organization done.  

One of the keys to constructing a hierarchy that works is to understand the nature and complexity of the work being done in each role and to deliberately create roles that are distinctly different in their complexity – or their level of work. This is essential to ensuring that there is one layer of management per level of work. In doing so, we ensure that each layer of management can add value to the work of the layer below. 

Many organizations suffer from poorly constructed hierarchies. We often see organizations that have several layers of management doing work at the same level of complexity (we call this a “jam-up”). What’s the difference in the complexity of the work of a Senior Vice President and a Vice President? If the answer is “there is no difference” then the titles are meaningless and confusing… which contributes to a sense of bureaucracy.  

When our clients tell us about “meetings to prepare for meetings”, and a belief that “I’m not sure if this person should be involved but I’m going to invite them to the meeting just in case”, or role holders who tell us that they attend meetings that they are certain they should not, we see red flags. 

Is your organization a properly constructed hierarchy? Or has it devolved into a complicated bureaucracy that is nearly impossible to navigate? We can help you answer these important questions, and help you design an organization that works.

Is everything a priority? Are you clear on what decisions are your decisions—or is every decision a group decision? At year end can you look back and see that your priorities have been delivered?

Effective execution beats a carefully crafted strategy every time, and it doesn’t happen by accident. Great execution depends upon the right people in the right roles doing the right work, while playing their positionsand trusting that others will play their positions as well.

Superior execution requires in both individual effort and great teamwork. Teams that execute well understand what has to be done by when, with an eye to the strategy and another to the deadline.

An important underpinning to swift and successful execution is role clarity, which helps everyone on the team understand who is accountable for what. But accountabilities alone will not accelerate execution. What’s needed as well, are the appropriate decision authorities consistent with the scope of each role, and a management structure that is capable of, and prepared to, hold individuals accountable.

Value creation occurs when a company is intentionally structured to provide value to its customers and its shareholders.

Our principle-based methodology to organization design creates value in a purposeful way at every level of the organization. Frontline roles are designed to respond to customers needs and ensure customers get what they want when they want it. Middle management creates value by ensuring the organization’s systems and process deliver the products and services in ways that ensure customer creation. Senior management creates value by developing and implementing the business models and strategies that meet customer needs while ensuring profitable returns today and into the future.