Structural Alignment:

As businesses grow, develop and adjust to market forces, roles and functions are added.  All too often these roles and functions seem like they are cast in stone, which is not healthy for either the employee or the overall health and flexibility of the organisation.

When the business changes its strategic intent, it may need to consider how the business should look structurally.

En-Sync 8020 has many methodologies to assist businesses in understanding weaknesses in their structure that may impede or reduce efficient and effective implementation of a company’s strategic intent.

Why should you engage En-Sync 8020 to facilitate the improvement of your organisation’s effectiveness?

A good question and below are two descriptions of an organisation.  Rather than engage a consultancy to tell you what you already know we have described a healthy organisation and one where En-Sync 8020 could add value by using our methods and approaches. 

Therefore, before reading more about how En-Sync 8020 could assist, perhaps you would like to self-critique your current organisation against the two examples below.  It may be helpful to review your own organisation from the different perspectives at all levels of the organisation.

Organisation 1

Organisation 2

Well informed about context of work and company vision Lack of clarity on the workforce about why we do what we do and what is likely to happen
Clear definition of accountability and authority People sort out their lateral relationships through personal networks and/or power
There is a vertical structure in place where managers and direct reports are clear about roles, accountability and authority Having managers working at the same level as their direct reports
Authority in line with accountability Managers who are held accountable for their direct reports’ work but have to ask permission (i.e. accountability without authority)
Managers and direct reports are aligned on the structure as are the outcomes of their work Having managers working two or three levels above their direct reports; e.g. a manager with a three year focus directing the work of someone who works on a daily and by-shift basis
Team work: individuals with individual accountability and recognition, working together under an accountable manager Combination of ‘self managed’ or ‘internally accountable cross functional’ teams with ‘sponsors’, ‘coaches’ or ‘champions’
Appointments and promotions based on potential capability, commitment and knowledge Empowerment is a project campaign; “theme of the month” – not an outcome
Level of work = person’s potential capability Under recognition and under utilisation of capability
Mentoring and career development is available from my “boss’s boss” Mentoring or career development offered by someone at the same level as your “boss” or in fact “the boss” him or herself, No mentoring; no career development programs in place
Equitable system of pay linked to levels of work Power bargaining over pay or phoney / arbitrary incentive schemes
Regular feedback on direct manager’s judgement of your personal effectiveness Lack of feedback; the reasons for appointments and promotions are unclear
Systems and processes have measurements that are aligned to the strategic business goals and any variation is in control and being continuously improved. Outputs from systems and processes are not exactly as expected?  what is expected, resulting in a lack of confidence in costs, lack of quality, lack of quantity and overall performance.

If you identified traits in Organisation 2 that were similar to your organisation then En-sync 8020 can help you identify the root cause behind the symptoms and facilitate in making your organisation healthy again.

Our strategy to making organisations healthy is based on our experience that it takes more than techniques and tools to achieve successful outcomes.