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Breathe

Breathe. exposure appreciation provocation. Organisation Design – a lost HR capability?. Ed Griffin Breathe Partnership. Purpose of the workshop. To introduce the field of Organisation Design and some key considerations when looking at design projects. Master class overview.

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Breathe

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  1. Breathe exposure appreciation provocation

  2. Organisation Design – a lost HR capability? Ed Griffin Breathe Partnership

  3. Purpose of the workshop • To introduce the field of Organisation Design and some key considerations when looking at design projects.

  4. Master class overview • An overview of Organisation Design • Complex Adaptive/Evolving Systems – the challenge of organising people! • Diagnosing organisational health – the need to re-design or not • Constraints & enablers of design work – learning to work with what you’ve got

  5. What is Organisation Design?

  6. Organisation Design • “…translating strategy into the work people do, • through structures, processes, systems, physical space & jobs”

  7. Typical Structures

  8. Hierarchical

  9. Flat

  10. Functional

  11. Product

  12. Matrix or Project

  13. Organic ? … a dynamic, evolving series of relationships, engagements, activities & projects

  14. So how does organisation happen “naturally”?

  15. Complex Adaptive/Evolving Systems • Some things have a way of organising themselves and some present a greater challenge!

  16. What drives Organisation Design?

  17. What are the drivers for Organisation Design in your world? • Change of government • Change of Secretary of State! • Change of policy • Competition • Collaboration • Improved Efficiency • Improved patient experience • Survival rates • Infection levels • Care Quality Commission/Monitor • … • Mid-Staffs? • Medical revalidation?

  18. So how do you design for … • Efficiency • Effectiveness • Agility • Resilience … and your patients?

  19. Levels of Work

  20. The “Levels of Work” model • This ‘model’ or ‘framework’ suggests that all organised work falls into a hierarchy of discrete levels of accountability, challenge and decision-making complexity and discretion. • It also relies upon the idea that work at the different ‘levels’ adds value across different ‘time horizons’. Based on the work of Elliot Jaques

  21. Complexity, time horizons and value…

  22. Complexity, time horizons & value • The work involved at ‘Level 1’ is often routine and repetitive, with limited scope for individual discretion. Any decisions that are made will tend to be short-term and reactive in nature. • The work at ‘Level 2’ involves more complexity. It may include responsibility for managing people working at ‘Level 1’, as well as responding to changing situations and planning the short-term use of resources in order to 1.) maintain service to customers and 2.) control costs.

  23. Complexity, time horizons & value • The work at ‘Level 3’ tends to combine an attention to current activity with an interest in continuously improving processes and systems. Good performance at this level minimises ‘fire-fighting’ and aims to maximise output quality. • The work at ‘Level 4’ would tend to focus upon positioning a business for the next 3 – 5 years, and managing the change and the continuity which that requires. At this level there is considerable scope for individual discretion as well as a constant need to deal with complexity.

  24. Complexity, time horizons & value • The work at ‘Level 5’ is concerned with strategic intent. It involves choosing and creating the product/market portfolio, foreseeing future trends in the industry and identifying new opportunities for entry, growth and exit. The timeframe is from ‘now’ to maybe ‘ten years from now’. • The work at ‘Level 6’ is all about nurturing, sustaining and enriching the goodwill that generates confidence in all stakeholders. It involves the fostering of relationships between the organisation and the wider community in which it operates (and wishes to continue operating) for the next twenty years.

  25. Clarity of purpose

  26. What are you trying to achieve?

  27. What are you trying to achieve?

  28. What are you trying to achieve?

  29. Diagnosing organisational health

  30. External Environment Mission and Strategy Organisation Culture Leadership Management Practices Structure Systems and Processes Work Unit Climate Motivation Task Requirements & Individual Skills and Abilities Individual Needs and Values Individual and Organisational Performance Burke-Litwin Model Transformational Factors Transactional Factors Burke and Litwin, A Causal Model of Organisation Performance and Change, Journal of Management, Vol 18, No 3 (1992), pp 523-545

  31. A simple, practical mindset “To be” “As is”

  32. Constraints & Enablers for Organisation Design

  33. Constraints & Enablers to Design • Leaders! • Technology • Locations & layout • Accounting systems • Budget • Headcount • Legislation • Stakeholders

  34. Thank you Ed Griffin ed@space-to-breathe.co.uk 07815-200603

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