Chapter 3: What Are the Essential Elements of a Systems Approach to Re/Organization?
A systematic, proven way to re/organize will assure success. Here you will be introduced to the essential elements that comprise a systems approach as prelude to the introduction of the Language of Work ModelTM.
Unless You Use a Systems Approach, the Re/Org Will Likely Fail.
To be effective—and to avoid the failures associated with the various ways of re/organizing detailed in Chapter 1—an effective re/org must use a systems approach. The essential elements of a systems approach incorporate the following:
A Systemic Process
A systemic process (methodology) employing a specific and optimum order of analysis is critical to effective re/organizing. The process systemically ties together the different elements of the work of the business. Once real clarity about work exists, objective decisions can be made regarding the organizational structure that will best enable the enterprise to succeed.
In broad terms, the process you are about to be introduced to is an alignment of the levels introduced in Chapter 2: WHAT, HOW, WHO, and ORGANIZATION, combined with the support layer, ORGANIZATIONAL SUPPORT, needed to create a healthy culture. This process, with the addition of executive sponsorship results in an organization well-designed to execute the work that achieves the desired enterprise goals.
This process allows the re/org to be explained and defended based on logic, rather than intuition or whim. It is devoid of politics and personal agendas. Employees have the information needed to accept the inevitable changes without emotion, trauma, drama or sabotage.
Continuous Improvement
The re/org process should incorporate a way for continuous improvement to happen. Doing re/orgs time after time after time disrupts any enterprise. However, if the process incorporates repeatable and regularly planned organizational learning, making needed changes continuous, then you have a very powerful tool for keeping your enterprise up-to-date. In other words, the re/org process should teach people not only how to re/organize, but also how to continue to make improvements based on that system.
Clarification of Work
The re/org process must be based on a definition or model that reflects, clarifies, and illuminates the work, both currently and in the future. The process should help to identify where the problems and opportunities for improvement are, while achieving agreement on priorities. Not surprisingly, re/organization is all about work. One of its by-products should be increased understanding by everyone in the enterprise of the exact nature of the goals, the jobs and the challenges required to accomplish these goals, and the ways in which executives can soundly support the work effort.
Broad Understanding
The systems process should ensure a deep understanding of the link between the organization's goals and the work that will accomplish those goals. This is to say that the process must be steeped in a behavioral, cause-and-effect relationship between what the enterprise wants to achieve and the tasks that will best accomplish those goals.
Employee Engagement
The process should capitalize on and channel employees' uncertainties and emotions, using them for productive, useful ends. To do so will require their direct and committed involvement in the re/org process, rather than passive involvement (such as regular updates or emails about the progress) that really means little at all. There is no room for a "my way or the highway" approach if an effective organization is the desired outcome.
Objectivity
The process should be objective to eliminate personal agendas and politics. Nothing negates the best re/organization more thoroughly than a process which allows those in power to meet their personal needs at great cost to others.
Employee Involvement
Employees should be involved in specific, guided ways that ensure their input is obtained, valued and acted upon. They need to describe the current and future work to identify means that will improve, support and implement the work.
Speed of Implementation
The process should take as little time as possible. Otherwise, the cost of the re/org may well negate its economic value, while causing disruptions to work and worker behavior. The process should therefore be quick and agile, with visible work outcomes and follow-up.