3. Design for talent and future needs

When you have a clear vision and strategy, you have the focus which can bring you competitive advantage. At this point you need to align your organization towards that vision and strategy. 
How do you design your organization for growth?
Stanley Wylenzek
When you have a clear vision and strategy, you have the focus which can bring you competitive advantage. At this point you need to align your organization towards that vision and strategy. 
How do you design your organization for growth?
Balance the business side and people side of doing business.

ORGANIZATION DEVELOPMENT: DESIGN

Critical in designing your organization towards your ambition and growth is that you balance the business side and people side of doing business. As some might say: people in your organization are your competitive edge and the rest is becoming a commodity.

When I discuss organization design with clients, I first ask if  they have a clear vision, strategy and business case for change. When this is the case I start with exploring the following elements with them. 


Do you interact with the external environment and act upon new insights and stay flexible?
Do you create a culture of collaboration and inclusion?
Does your leadership act as a role model for the strategy and expected behavior?
Do you design based on talent and craftsmanship?
Do you explore new types of performance?
What is the consequence for or gap with your existing structure, processes and decision making to become future proof?
 

When you have assessed this, then you can start determining priorities and next steps and what type of interventions are required to realize your ambition. 

BUSINESS SIDE

On the business side we assess your performance on the following statements:

Interact with the external environment, act upon new insights and stay flexible

You act upon stakeholders’ needs and build strong relationships with your customers, suppliers & partners and with the community/ society. You listen to them and build excellent customer experiences, design customer journeys and create short customer feedback loops. 

You stay flexible to changing circumstances. In your design, you don’t set your organization in stone, you create flexibility to adapt to new insights from these relationships or to new market circumstances.

Align your structure, processes and decision making

You design to be future proof. You realize what you need to accommodate your strategy and ambition. You deal with obstructions in your structure, processes or systems that prevent you from being successful. You have aligned your decision making process for growth and the ambition.

You find new ways to experiment, such as setting up new teams or units “outside” of your company or you radically update the existing structure, processes & systems when there is a clear business need.

Explore new types of performance reviews

You explore new types of performance reviews: customer experience/feedback, peer-to-peer review, collaboration across teams and domains, courage (to fail) and values-driven.

You set quality standards and act within given rules and regulations. You instantly deal with blockers or determine mitigating actions. 

PEOPLE SIDE

On the people side we assess your performance on the following statements:

Build on talent and craftsmanship

You invite people to take ownership and let them add their unique skills. You focus on developing them in their role (technical) as well as in their personal development (behavior/skills).

You aim to motivate your workforce as you believe that a fun workplace is a place where people flourish.

Leadership act as role model

You provide clear purpose and strategy. You participate in the same transformation journey as your organization.

You stimulate talent in taking ownership and coach them in their accountability and empower them. You are supportive when people make mistakes or when they want to share best practices. You remove blockades which prevent people from becoming successful.

Create a culture of collaboration and inclusion

You display vulnerability and trust. You are open to share, approachable, willing to collaborate and think as an entrepreneur.

You deal with people with different perceptions and beliefs and unsorted conflicts which proves as a challenge to learning.

Carefully assess to design your organization for future needs

In my role as strategic change and development consultant I am often invited to work together with organizations and leadership teams to discuss how they can further grow their business. I advise in developing their strategy, business model, positioning, unique selling points, culture and aligned way of working. I support in building the aligned organization design.

As explained in the first part of this article, there are many critical topics to discuss as well as there are many different models on the market which might tell you the same or a slightly different story about what to focus on.

But it doesn’t really matter which model you use as long as you have carefully assessed the topics and prioritized your design for future needs based on talent with aligned capabilities. And you have the guts to make critical decisions. Then you have the ability to design your organization for growth.  

Three practical tips to design

01

Design for talent and craftsmanship

The organization should provide the framework or design which enables talent and craftsmanship to flourish.

You have made the why clear and the organization knows what is expected. Now allow the flexibility for people to take ownership on how to become successful, even if that means evolving parts of your design. 

02

Align with prioritized capabilities

You have prioritized the critical competencies, tools, processes and supportive governances to become future proof.

Start as soon as possible with addressing the critical gaps and bringing your ideas to the organization.

03

Have the guts to take critical decisions

Blockades are addressed and dealt with. Even if this has substantial consequences for your current organization.

If your current organization needs a large shift, don’t be afraid to deal with it, or it might be too late for you if you didn’t jump the curve.

Successfully leading change. How can I challenge you?

Contact: Stanley Wylenzek
Successfully leading change. How can I challenge you?
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