Our five milestones
Your route to an agile organizational structure: the five milestones
Any successful redesign of an organizational structure begins with a clear roadmap. At Torgo, we take a results-oriented approach. That's why each journey proceeds in five crucial milestones.
MILESTONE 1
A shared, precise diagnosis of the current organizational model
In milestone 1, we establish a consensus on the organizational development program.
This consensus is based on two elements:
- What are the ambiguities or differing interpretations of the organization's key strategic objectives?
- In what way and in which parts of the organization is the structure inherited from the past no longer adapted to the organization's current challenges?
This helps to clarify and build consensus on objectives that are not assigned in a sufficiently clear and substantiated manner, and on structural aspects that are not sufficiently adapted to current challenges.
MILESTONE 2
Guiding alternatives for the future organizational model
Building on this outcome in milestone 2 we work out possible structural interventions in terms of idealized model. We talk about idealized models (we sometimes call these the “bullshit scenarios”) in the sense that we draw out the most optimal organizational model for different strategic choices. That way, we clarify which organizational consequences are attached to strategic choices, and where the current organizational model falls short.
This step leads to clarification and concretization of both the strategic and structural choices the organization has to make.
MILESTONE 3
Selection and development of a future-proof organizational model
On to milestone 3, in which we continue to make balanced combinations of different strategic considerations. This leads to realistic candidate structural models. Several scenarios come to the table that we weigh against each other for strategic desirability and practical feasibility. We elaborate on the scenario's by formulating draft objectives and high-level assignments for each of the candidate models’ units.
From this a well-founded choice can follow for a definite futureproof organizational model.
MILESTONE 4
Defining goals, assignments, decision lines and interactions
When organizational change is announced people rightfully ask many question on what this change will mean for them. They are absolutely right to ask these questions, and they deserve well-grounded answers. We therefore concretize unit assigments for each unit and team and also for each level in the organization (central-decentralized). In this way, we ensure that all goals of all teams are clear and well aligned. The unit assignment also describe the unique scope of each team or unit as well as the interactions between teams and different hierarchical levels.
By having these unit assignments reviewed by, and developed with, employees in the organization, we test and improve the feasibility of implementing the new organizational model.
MILESTONE 5
Governance framework and transition plan
The final step of any path in organizational design is defining the unit assignments at the governance level (management), and also for the support functions. We adhere to the subsidiarity principle in organizational design: place the responsibility at the most adequate level in the organization, and certainly do not escalate responsibilities to higher hierarchical levels if they can be taken on just as well (or better) at lower levels in the hierarchy.
Finally, in milestone 5 we also deliver the implementation plan, which contains the necessary steps to put the adapted structural model into practice.
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