KEYS TO SUCCESSFUL ORGANIZATIONAL DESIGN

It has been haunting, yet challenging time to me and to the whole world. These are few facts i learnt through .....

1All great change is preceded by chaos.
- ANONYMOUS

Netflix knocked home-entertainment giants to their knees in under a decade.

Thanks to Airbnb and Lyft, travel and transit will never be the same. But we see Jobless claims againnt Uber and Lyft. It's all happening out there.

Whether yours is a company that sets the pace or tries to keep up depends on those at the helm—technology leaders who embody a strategic new creed: Be bold.

Fortune befriends the bold.
- EMILY DICKINSON, POET, LANGUAGE DISRUPTOR

Easy to tell, difficult to practice. But with ever changing atmosphere, you won't have choices hence you will be creating new paths and avenues. People who follow the herd will die with herd. If you try to think out, at least you will see a life line.

That means embracing new ways of thinking and working.

Create agile organizations with agile teams structure with learning and sharing culture to take the lead in innovation and decision to be stay ahead of the market.

1.Build on your strengths
Know thyself.
- SOCRATES, FATHER OF WESTERN PHILOSPHY, THE ORIGINAL DISRUPTOR

Identify who you are. Pinpoint the unique role that your company holds against the competition. Define where these strengths will take you in the new world order.
You may find that teams organized around experiences.

2. Go beyond lines and boxes
Change is the essential process of all existence.
- SPOCK, VULCAN PHILOSOPHER AND EXPLORER, DISRUPTOR OF EMOTIONS AND LOGIC

At the same time, building on your strengths doesn’t mean doing what you’ve always done.
Start by asking how the company’s unique strengths shape how people work and act. Balance that by asking where your company structure isn’t currently serving your business goals.

• Are our vision and strategy aligned with the changing world? If not, what changes need to be made?
• Does our current functional structure have good checks and balances? Is it collapsing too much under one strong personality? Are we missing any core functions for our long-range development and short-range execution? If so, where do we need to make a change?
• Is our culture strong and vibrant, and are we being effective, even at the cost of some inefficiency? If not, what changes do we need to architect into the system?
• Are we still hiring aligned people, and are they taking initiative to drive the business forward and design their own work processes? If not, where do we need communicate and influence a correction?

3. Know your roles

If you're trying to create a company, it's like baking a cake. You have to have all the ingredients in the right proportion.

- ELON MUSK, INVENTOR, DISRUPTOR OF AUTO AND SPACE TRAVEL

No question: It’s expensive to find, develop and later (regretfully) let go of talent. The best time to get your org design right is before you grow your team. That’s right – expanding your team should happen after you’ve clearly defined the impact you need from new roles.

But this is a challenge; many organizations lack definition around technical roles. The process of defining roles is traditionally the responsibility of Human Resources (HR). However, HR departments struggle to update and create new roles as technology advances

4. Rock your roles

People are not your most important asset. The right people are.

- JIM COLLINS, AUTHOR OF "GOOD TO GREAT" AND "GREAT BY CHOICE," DISRUPTOR OF LEADERSHIP

Equally important is the development of those hires – and all team members – throughout their entire careers.

Design roles that work the muscle of the people in them — that goes for both leaders and technology experts alike.

When you identify employee’s strengths, you can align them to the projects and teams where they’ll be the most effective. You can balance the needed skills across teams in the right proportions

Give leaders a team size that’s manageable.

5. Support a culture of learning

I am still learning.

- MICHAELANGELO, PAINTER AND SCULPTOR, DISRUPTOR OF CEILING ART

To keep employees learning, work learning into every day.

only 34 percent of U.S. employees are engaged at work, and only half of them find meaning and fulfillment in their roles

Online learning and knowledge sharing with crowd learning.

Invest more on specific learning focused to deliver rather than traditional years long qualifications and find the right balance suits to vision and mission taking considering the environmantal changes.

Every career gets disrupted.

- JAY SAMIT, SERIAL DISRUPTOR

Today’s Fortune 500 list rolls over faster than ever. Today, only 12 percent of the companies that made the list in 1955 still remain. And 94 percent of the Fortune 500 list believes they’ll change more in the next five years than in the past fifty.

Another startling fact: Many of those companies didn’t even exist 15 years ago.

Maybe the company you work for is one of them.

*** The hurtling pace of innovation is a new constant that impacts every business.

Technology leaders who take the bold approach, and who are open to new ways of thinking and working can design their organizations to do more than simply stay competitive, they can build a company that leads the way into the future.

Putting employees at the center of this model is the surest way to succeed.