Organisation Design is one of the foundational competencies for HR professionals and Managers. It’s not just about drawing OrgCharts, but rather about architecting the right organisation to reach the business strategy. Here you will find all the articles posted on the topic of Organisation Design.

What is Organisation Design

What is Organisation Design?

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Organisation Design is a foundational skill for all HR professionals as well as managers. Yet from my experience, it is relegated to very few specialists, who often don’t even make it to the high ranks of the HR profession. I’ve already mentioned in a previous post how essential is the setting up of Operating Governance as a critical component for Agile Transformation. I have also discussed previously the fact that drawing an Organisation Chart is not the main aim of Organisation Design. I’ve also recently reviewed the Guide on Organisation Design by Naomi Stanford, a great book to start understanding what Organisation Design is at a very practical level. With this post I want to bring us one step further: as we redefine the role of HR to become The Architects of Work, something that Dave Ulrich again suggested at the recent HR Congress in Nice, we need to make sure we master the ins and outs of Organisation Design, which is why I’ve decided to concentrate on this topic, amongst others, on this blog. And what’s best than starting with a good definition of what Organisation Design is? Defining Organisation …

Organisation Design for Agile: Start with Governance

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As we approach (re) organisation design work to support business transformation, we are often faced with the fact that few organisations address one of the critical components of Org Design: Governance. It’s essential to make decisions on who decides, at all levels of the organisation, to avoid stall and bottlenecks. A truly agile organisation can only be built on a firm decision making backbone. I’ve recently been involved in a large organisational redesign process, and have kept meeting functional leaders who always started the discussion by introducing a new Org Chart for their function. I’ve already discussed the fact that I think Organisational Charts way too often end up being a simplistic representation of an Organisation. What however is way too often missing in these design efforts, are answers to what I think are the key questions to be answered in organisational design: How do we align on priorities? How do we make decisions? How do we communicate decisions? How do we ensure that decisions are followed up? How do we mitigate risk? How do we ensure …

Design your Data Organisation

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A key component of Digital Maturity is the capability to exploit data do derive knowledge and support business success through predictive analytics, which is why many organisation are now creating Data Science departments focused on this job. But how can we create a successful Data Science team able to be successful? How do we make sure we’re not just following the latest hype? How can we position these roles within the framework of our organisations? One of the critical aspects that are driving Digital transformation is the availability of data. The quantity of data that is produced every day somehow already passes human capability to understand. But what do you do with this data? This is the crucial question that most organisations are trying to answer. One of the critical aspects that are driving Digital transformation is the availability of data. The quantity of data that is produced every day somehow already passes human capability to understand. But what do you do with this data? This is the crucial question that most organisations are trying to answer. Data Science, …