4 Ways Change Management Consulting Leaders Leverage Organizational Structure

organizational change management consulting

What is Organizational Structure?
Organizational change management consulting experts know organizational structure is important during change.  From our perspective, organizational structure encompasses the goals, roles, tasks and processes used to organize the flow of work to meet specific objectives.  When roles and success metrics are unclear, it is difficult for teams to perform beyond the sum of their parts.

Organizational Structure Matters During Change
During organizational change, smart change management consulting leaders examine the organizational structure – what we call the Structure Lens. The Structure Lens includes the relationships, job designs, work processes and rules that are used to coordinate and accomplish specific work.  If their is any ambiguity or dissension regarding who does what, when they do it, how they do it and why they do it, the chances of your change initiative succeeding are greatly diminished.

The Structure Lens of Change Management
Focusing on the Structure Lens during organizational change is particularly important when a group is being restructured or reengineered, or when the organization desires to have groups become more empowered or self-managing. It is also critical when internal operations must change to become more efficient or more satisfactory to external or internal customers.

4 Ways Change Leaders Leverage Organizational Structure During Change
Successful organizational change management consulting leaders who operate from the Structure Lens effectively:

  1. Operationalize the vision for success into clear and value-added processes that are aligned with the desired outcomes
  2. Clarify scope, roles, relationships, decision making, success metrics and processes every step of the way in a manner that makes sense to key stakeholders and in alignment with the corporate strategy,  the workplace culture and the talent management plans for success
  3. Establish fair, meaningful, consistent, and transparent performance standards, rewards and consequences for success and failure
  4. Clarify boundaries and responsibilities between groups and functions along with key interdependencies and plans to overcome potential barriers to success

The Bottom Line
Are you paying attention to “structure” during your change initiatives?  If you are not, you should.

Want to know if your change initiative is set up to succeed?  Take our Change Management Health Check to see where you stand

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