7 truths about the organization designs of the future

Posted by Tiffany McDowell on November 19, 2018.

I’ve been neck-deep in organizational theory and structural design for the last 20+ years. In that time I’ve seen the whys and hows of organizations evolve as the world around us has changed—why they exist, for what purpose, and also how they are structured to fulfill that purpose. There’s also been an element of “the more things change, the more they stay the same.” What will the future hold? Looking ahead, I believe I will see these seven truths go from early concept to standard operating procedures in my time as an influencer in the organization design space!

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When research aligns: HR in three-part harmony

When research aligns: HR in three-part harmony
Posted by Bill Pelster on December 09, 2016.

We take research very seriously at Deloitte, for the direct and indirect value to our clients and for the validation that only comes from multiple research efforts independently producing similar results. Three of our recent reports canvassed thousands of business leaders about three fairly distinct topics:

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Simplification of work: We have work to do

Simplification of work: We have work to do

Posted by Burt Rea and Ina Gantcheva on December 09, 2015.

We knew we had struck a collective workplace nerve when our 2014 Human Capital trend on The Overwhelmed Employee proved to be one of the most popular articles Deloitte has ever published. Widespread interest in the topic was further confirmed in our 2015 trends research, in which more than 7 out of 10 surveyed organizations rated the need to simplify work as an “important problem,” with more than 25 percent citing it as “very important.”

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Stay focused on what matters (value)

5 guideposts to help keep “reorgs” on track

Stay focused

Posted by Robin Jones and Don Miller on July 22, 2014

Raise your hand if you’ve been involved in an organizational redesign at some point in your career, whether leading or participating in the effort. In fact, it’s not unusual for a shift in business strategy to trigger a corresponding shift in organizational structure. The idea is that the organization is reconfigured to enable and support the business strategy so it ultimately becomes reality and generates value for the business. However, we have all seen many instances where companies start down the path of an organizational redesign only to get sidetracked along the way or end up at a destination that doesn’t fulfill their expectations or needs.

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Why large companies should do regular organization design audits

Organization design audits

Posted by Nicolay Worren on March 25, 2014

Most large organizations have a “corporate calendar” that includes periodic reviews of every major business unit. There are many different types of reviews. Two examples are monthly business reviews focused on operational performance and annual succession planning sessions, where current and potential future managers are evaluated. There may also be reviews and audits in functional areas such as Health, Safety, and Environment.

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Why Questioning Tried and True Management Systems Is Critical to Redesigning Our Work Environments

Redesigning Our Work Environments

Posted by Matt Frost and Emily Selvin on January 23, 2014

What if everything we know about organizational design is becoming obsolete?

It’s a provocative question, and one worth considering. Technological innovations have changed our tools and how we communicate, but most organizational structures and practices remain the same.

In today’s world, a work environment that accelerates on-the-job learning is increasingly important. Organizations should take a holistic look at their work environments—including physical space, virtual interactions, and management systems. Why a holistic approach? Bolt-on talent solutions such as leadership development, training, and performance incentive programs have done little to change the 75% decline in return on assets (ROA) since 1965 for US public companies.

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