35. It’s about achieving “task alignment”
● Making a vision come to life with clear
strategies, initiatives and well-defined
work activities
● Grouping work activities into refined or
redefined jobs
● Putting the right people in those jobs and
giving them direction...people only change
behavior if their work changes
36. Three steps
DEFINE CORE
CAPABILITIES
SYSTEMS
& TOOLS
PHASE II
ORGANIZATIONAL DESIGN
PHASE I
STRATEGY DEVELOPMENT
JOBS AND
STRUCTURE
STRATEGY
DEVELOP BUSINESS
PROCESSES , ACTIVITIES
AND PERFORMANCE
REQUIREMENTS
TRANSITION
PHASE III
TRANSITION
ASSESS & SELECT
TALENT
Activity Definition& Sequencing Investment Allocation& Re-Allocation
INVEST IN
SYSTEMS
& TOOLS OR
HUMAN
CAPITAL?
Some level of Resistance is a natural part of change
37. STRATEGY
DEFINE CORE
CAPABILITIES
PHASE I
STRATEGY DEVELOPMENT
STRATEGY
● Strategy – What is the future state that
you want to achieve? What are the specific,
measurable strategies or objectives for the
business? Are the strategies sufficiently
defined in order to identify the work
activities associated with them?
● Core Capabilities – What organizational
capabilities will be critical for achieving
the strategy? What must the organization
be able to do well?
38. SYSTEMS
& TOOLS
PHASE II
ORGANIZATIONAL DESIGN
JOBS AND
STRUCTURE
DEVELOP BUSINESS
PROCESSES, ACTIVITIES
AND PERFORMANCE
REQUIREMENTS
ASSESS & SELECT
TALENT
Activity Definition& Sequencing Resource Allocation& Re-Allocation
INVEST IN
SYSTEMS
& TOOLS OR
HUMAN
CAPITAL?
● Develop Business Processes and Activities
– What are the processes that must be designed
and implemented in order to achieve the strategic
objectives? What metrics will be used to measure
these activities?
● Performance Requirements – How will we
know we have been successful? How will the
organization distinguish itself from competitors?
● Resource Allocation – What allocation or re-
allocation decisions will we need to make to
effectively support these activities and processes?
● Systems and Tools – What systems and tools
will be put in place to support the business
strategy and to perform critical business
activities?
● Jobs and Structure – What roles will be
necessary to carry out the critical business
activities? How will the roles be effectively and
efficiently organized?
39. TRANSITION
PHASE III
TRANSITION ● Transition – What activities are required
to transition to the future state? How will
new processes, roles, and systems be
implemented? How will people be set up
to perform successfully in their new or
changed roles? How will you deal with
resistance?
Some level of Resistance is a natural part of change