Stability and agility – a contradiction?
An organization is not an end in itself.
We consider organizations to be primarily instruments used to reach a common goal. Structures are often seen as an organization’s dominant expression, not least because of their daily presence in the form of organizational charts. In our experience, structures pool the energy of organizations. Therefore, they need to be consistently aligned with strategy to develop their full potential.
Efficient collaboration requires a clear framework.
How successfully an organization meets its goals depends largely on how productive each individual employee can be. Clear structures ensure the availability of necessary resources. Clear processes allow for both efficiency as well as division of work. Clear governance makes sure rapid coordination takes place and decisions are quickly made. If this clarity is lacking, undconsorten can help you raise performance reserves by honing each of these.
To be successful long-term, organizations need flexibility.
Stable structures provide efficiency; however, they can get in the way when entering unfamiliar territory or reacting to changes. At the same time, reorganizations generate considerable friction losses. Together with our clients, we have successfully established agile project approaches, resource pools or temporary appointment processes to provide answers.
All employees must be included if an organization is to achieve its full performance.
Only a mutual understanding of structures, processes and governance ensures successful collaboration. Therefore, employees should be included in changes as early as possible with the right level of intensity. This helps avoid uncertainties as well as ensure their involvement in developing solutions. We support and guide our clients through changes in their organization and make certain understanding and broad participation in an efficient processtake place. For this very reason, we have been distinguished for the third time as a hidden champion in the category Leadership & Organization.
- Organizational design.
How do structures and processes need to interact to achieve goals defined in effective collaboration?
We support you in developing the right operating model for your organization. Besides stable structural and procedural organization, key governance is also key to ensure decisions are made quickly at the right place.
The typical questions we support our clients with are: What organizational challenges do we face? How can resources in decentralized organizations be effectively managed and collaboration strengthened?
We believe the strategic alignment of the operating model is required for long-term survival. We ensure this takes place in our projects by including the right people and content at the right time. As a result, we make high speed implementation possible by prioritizing topics with strategic relevance, minimizing periods in which employees feel insecure and ensuring employee support through early participation.
- Agile collaboration.
How can offer practical organizational solutions to the increasing balancing act between project and line?
Many of our clients face the challenge of working on an increasing number of overlapping topics in projects rather than addressing and tackling them one after another. At the same time, it’s important to also ensure core business is running smoothly. They ask for dynamic models for allocating resources and enabling flexibility, but at the same time don’t compromise stability.
We create transparency around the necessary resources and develop a model together with you to flexibly staff projects. This may mean establishing a functioning internal job market. Flexible resource pools are another option. In addition to structural processes like talent or performance management, it is important to also integrate topics such as leadership into your thinking. Flexible staffing processes are a key element to agile organizational forms.
How can we sustainably implement organizational changes without interfering with day-to-day business and upsetting employees?
If management has agreed on the target organization, including the operating model, structures, processes and governance, it becomes important to migrate from the current state to the target vision. This reorganization process also has the same factors for success:
- Transparent communication about the reasoning behind reorganization (for example, new strategy, improving operational processes) is important to create a positive atmosphere of change
- Involving the organization intelligently to establish the best possible solution in a short amount of time while still considering the knowledge of the entire organization in a resource saving process and agreeing on central guardrails early in the decision-making process
- Focus work on solving core challenges to keep tasks manageable and the period of employee insecurity as short as possible
- Early implementation of pilots with lighthouse character to make changes visible
- Consistent measurement of success from day one
Strong Project Management Office (PMO) with the right mix of controlling and facilitating skills helps when taking these success factors into account.