ORGANIZATIONAL CHANGE AND REDESIGN
Bits and Atoms: How to Feed the Engine of Change
The changes required by a new strategy often require an organization redesign so that the execution of the strategy is effective and the desired results can be achieved. The theme of redesign should be addressed as soon as the strategy has been approved to promptly adapt the organization to the new needs and put the organization in the best conditions to achieve the desired goals. Unfortunately, in some organizations, the need for a redesign occurs only when it is realized that the expected results have not been achieved.
If an organization’s strategy requires significant changes, the first thing to do is to evaluate what Kaplan and Norton call the readiness of the organization: the organization’s ability to support the changes required by the strategy.
If the ex-ante analysis reveals that the organization as it is structured does not have this capacity, it is necessary to provide a redesign to avoid that the results achievable through the strategy are compromised by an inadequate execution.
Redesign does not only mean making some changes in the organization chart, but acting on the organization’s own structure, processes and human capital, concentrating resources on the strategic priorities to be pursued, without neglecting reshaping the corporate culture, to adapt it to new needs. The factors to be taken into consideration are many and only a systemic approach allows the desired organizational change to be fully completed, and in suitable times.
Bocci Consulting proposes a holistic approach to organizational change and assists organizations in developing the necessary readiness to successfully execute their strategy and achieve the desired results.