Concevoir et modeler votre organisation consiste à faire des choix dans la façon dont vous organisez la collaboration au sein de l'organisation. Il s'agit de développer une culture organisationnelle efficace, des structures organisationnelles, des pratiques de gestion, une vision sur le leadership et la gouvernance, la conception du lieu de travail, des processus collaboratifs en équipes et projets, etc ... afin de transformer la stratégie en pratique et d'en faire une entreprise resiliente qui peut affronter les diva du move VUCA. Il s'agit de construire des «déclencheurs» d'apprentissage, d'initiative, de prise de risque, de collaboration transversale et de dialogue dans l'organisation.
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do, how they work and communicate with each other, how they learn from each other, whether they are capable of challenging each other, take initiative, give feedback etc...
And that's where SHAPING the ORGANIZATION comes in. It's through the choices you make in your organizational architecture that you create leverage for the right behaviors and for a successful implementation of your strategy.
Our focus is on : "Shaping your organization in order to trigger successful behaviors and sustainable performance?" It's about carefully crafting & moulding the organizational structure, culture, management practices, work places, job content, processes, mechanisms for transversal collaboration and communication, team work, project work, etc... in such a way they reïnforce expected and successful behavior.
Key Questions
Key Questions for Your Organization ?
Organizational Culture (informal organization)
- What about power distance ?
- Is it safe to contradict, to challenge ?
- Do we encourage initiative and risk taking and do we accept mistakes as learning opportunities ?
- Is diversity for us a source of creativity and learning ?
Organizational Structure (formal organization)
- Are we a flexible, network based organization or do we suffer from silos ?
- How do we encourage cross team and department collaboration and communication ?
- Do we focus on departmental objectives or on the contribution of all to the final business result ?
- How do we use teams and projects as sources of innovation & learning ?
Management Practices
- Are managers deciders, controllers and work dispatchers or are they facilitating a learning team and stimulating initiative and autonomy ?
- Is a team a place where people actually work together or do they just happen to report to the same boss ?
- Is feedback and coaching a substantial part of the managerial relationship ?
Work / Job Design
- Are jobs very specialized, focusing on individual objectives or do you have a flexible work allocation in place, that allows for efficient use of people, expertise, experience and enables people to learn new things ?
- Our internal mobility allows for people to do many things, see how the organization operates and allows them to really understand their contribution to the business ?
- How do we involve workers in the 'building' of their own job and workplace (job-crafting) ?
People's Contribution and Involvement
- How to develop a real 'internal customer orientation' where people contribute to the success of their internal customers ?
- Are people involved to the point they can feel an 'intra-preneur' and take ownership for their organization as a whole ?
- How do you organize performance management triggers that focus on people's contribution to the organization and not only the completion of their 'yearly objectives' ?