Mr. Abhinav Sudarsi
Organization Restructuring, Design and Integration
Organizational Restructuring, Design and Integration-
Organizational restructurings are commonplace, put in place by many senior management teams as part of a wider strategic change to create alignment between ways of working and a new strategic intent. Yet we know little about how these restructurings are implemented and delivered by the middle managers often charged with making the senior manager blueprints a reality.
The way restructuring works in practice, we need to recognise that any shift in organisational form requires an accompanying cognitive orientation. The paper discusses the implications this raises for practice. Knowing how to flexibly use design features to achieve desired outcomes constitutes a significant competitive advantage in today’s global business environment. Organizations are essentially collections of parts with endless points of discontinuity. Good Designs build organizational capabilities, for instance to manage innovation, which equip organizations to compete successfully. Capabilities are the product of a combination of knowledge, routines, and behaviour that are enabled by a well-designed work processes, structures and lateral processes, management practices and systems and rewards and people practices.
As organizations struggle to adapt to changes in the technological, economic, political and sociological environment, their strategies are often experimental and they must continuously reconfigure their resources and designs for flexibility. As a result of which organization models are increasingly built around projects and networks. This messy organizational reality reflects the fact that change is constant and the organizations must be smart, fast and flexible to win or sustain success. In other words, they must be “built to change” or “Change-able”.
In a fast changing world, organizing capabilities are a more enduring source of advantage than the characteristics of any
Organizational Restructuring, Design and Integration-
Organizational restructurings are commonplace, put in place by many senior management teams as part of a wider strategic change to create alignment between ways of working and a new strategic intent. Yet we know little about how these restructurings are implemented and delivered by the middle managers often charged with making the senior manager blueprints a reality.
The way restructuring works in practice, we need to recognise that any shift in organisational form requires an accompanying cognitive orientation. The paper discusses the implications this raises for practice. Knowing how to flexibly use design features to achieve desired outcomes constitutes a significant competitive advantage in today’s global business environment. Organizations are essentially collections of parts with endless points of discontinuity. Good Designs build organizational capabilities, for instance to manage innovation, which equip organizations to compete successfully. Capabilities are the product of a combination of knowledge, routines, and behaviour that are enabled by a well-designed work processes, structures and lateral processes, management practices and systems and rewards and people practices.
As organizations struggle to adapt to changes in the technological, economic, political and sociological environment, their strategies are often experimental and they must continuously reconfigure their resources and designs for flexibility. As a result of which organization models are increasingly built around projects and networks. This messy organizational reality reflects the fact that change is constant and the organizations must be smart, fast and flexible to win or sustain success. In other words, they must be “built to change” or “Change-able”.
In a fast changing world, organizing capabilities are a more enduring source of advantage than the characteristics of any