Holistic organisational design is the overarching strategic approach. It defines how positioning and strategic thrusts as well as the value proposition are operationalised through the business process model and the governance structure. We proceed as follows (see illustration below):
1. Working hypotheses
In a first phase, together with the top management, we outline how the company currently functions and what the target picture could look like. From this we derive working hypotheses, on the one hand for structuring the symptom-cause analysis and on the other hand as a target picture for an optimal functioning of the company. In many cases this includes a business process model, the adequate management structure (fast prototyping) and the design principles.
2 Actual analysis
In the following as-is analysis, consisting of top-down analyses on the one hand and targeted bottom-up interviews on the other, the working hypotheses are verified or falsified. The result is a clear picture of the company's current situation. From this, the first starting points for improving performance and the need for action to achieve the target picture can be derived. Involving the employees ensures that the causes of possible conflicts are clearly identified.
3. Target design
Based on the findings of the as-is analysis, the strategy-supporting business process model can be developed together with the management structure. In addition to the design principles defined by the company, the characteristics of a high-performance organisation are applied (consistent responsibility, clear roles and responsibilities, defined interfaces as well as congruence of business process model and management structure). Process disruptions, problem causes and design errors can be addressed and solved in a targeted manner. The target design also enables a clear understanding of common goals and values of the company between employees at all levels.
4 Participatory roll-out
Based on a gap analysis, the measures are planned sequentially and top-down. The successful transformation of the company is supported by the involvement of employees in the detailed design according to their function in the company. In this way, those affected become participants and decisions are more likely to be supported so that changes succeed.