The eighteenth annual survey of CEOs conducted by PwC presents some interesting findings on how to best achieve excellence in organizational design. First of all, one needs to make peace with the past by acknowledging the mistakes made and trying to rectify the flaws in the game. Any given company has a certain DNA to begin with. This DNA is a combination of formal and informal forces. Formal forces involve the decision-making, the motivators, information flow and the structure. Informal ones are the norms, commitments, mindsets and networks prevalent. The design to be effected needs to go along with the general flow of the company DNA. The company structure is not the last word on the internal people management, so it may be fixed last, not first. A critical aspect of organizational design is the talent management, in particular the ability to get the best out of existing personnel. One needs to identify the scarcities and constraints preventing the company from growing fast. One this is done, the leadership needs to take hold of controllable factors. A sense of accountability needs be fostered across the organization. A lot of pressure is exerted on the team due to the benchmarks established. These benchmarks must only be seen as ideal standards, not as minimum guidelines. The hierarchical setup must reflect the company’s mission and vision. Truly good organizers leverage the informal networks, by eking out information and acting on insights. Finally, the team must build on latent strengths which may even be reinforced through a formal setup.


Uploaded Date:23 February 2018

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