Organization Design Practice

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Organization isn't about structure, it's about capability —
what a business is good at and known for in the eyes of its best customers. Therefore, the focal point of every good design is optimizing the impact of this capability-building work.
We use our Organization Design Model to help our clients see their organization as a system and focus on key variables that impact performance.
Our approach starts from the outside-in: bridging the firm’s identity in the mind of customers and investors with the behavior of those inside to enable a high performing culture. We intend to do more than help companies create great leaders. We help them create a system of leadership that stands out amongst competitors and increases value to all stakeholders. We help organizations embed their Firm Brand Identity through their leaders and employees.
WHAT WE DO

Org. Design Consulting
Culture, turnaround, large-scale change, functional alignment, growth strategies— whatever the issue, we partner with clients to define the capabilities that matter and create a strong operating model that translates those capabilities into internal actions.
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Org. Design Programs
We create development programs specifically designed to help key organizational capabilities gain traction within the organization. Content is focused on ensuring that leaders and employees are equipped with the tools and language they need to recognize and address organizational issues and align their work to those key capabilities.
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Organization Assessments and Audits
The data collected from our organization-wide audits provides the basis for identifying and taking action on the capabilities and other intangibles that bring the most value to your customers and make your organization unique.
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RELATED INSIGHTS

Ten Pillars of a Successful Business Transformation
By Joseph C. Hanson
Think of leadership as a brand. Like a product brand, leadership brand means differentiation that commands a premium price in the market. Ultimate evidence of leadership brand occurs when a firm’s stock market value exceeds that of market or industry standards. General Electric, for instance, has a market value $20 billion higher than its breakup value, according to CEO Jack Welch; much of that can be attributed to the acknowledged quality and depth of its executive leadership.
EXAMPLES OF OUR WORK

Identifying Key Capabilities
By identifying two capabilities they needed to achieve world class status and working with us to design and execute the actions needed to support these capabilities, a struggling hotel managed to increase their stock price by 71% in less than a year.
Creating Commitment to Turnaround
We collaborated with a data storage company to design and conduct a three-day workshop designed to give executives a strategic vision, personal ownership, and a commitment to working together to achieve an aggressive turnaround.
Billion-Dollar Design Bluepring
We worked with a technology company to evaluate their strategy, identify current and needed capabilities, and create an organization design blueprint with changes that resulted in more than a billion dollars of profitability improvement.
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Leadership Brand Architecture:
1. Case for building a leadership Brand
The business case is often skipped when a well-intended senior executive provides a budget to run leadership development programs. Without this business case, these investments are seldom sustainable. The business case answers a very simple question, “Why are we investing this money in leadership vs. other options?” The best business cases are concerned with the leadership implications of the growth strategy of the business.
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Leadership Brand Architecture:
2. Agreement on what leaders must do
There are two levels of competencies that address what effective leaders do. 60-70% of leadership competencies are foundational and are common to any leader. Our book, The Leadership Code describes the 5 foundational leadership domains. The other 30-40% are unique leadership differentiating competencies and describe what leaders do to connect employees with customers/external stakeholders.
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Leadership Brand Architecture:
3. Assess leaders and leadership
All leaders should have an Individual Development Plan (IDP) based on their progress around the foundational and differentiating competencies. In addition, leadership bench strength should be audited periodically to determine if leaders have the knowledge, skills and perspectives required for their role in the hierarchy. Bench strength gaps often become part of the business case.
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Leadership Brand Architecture:
4. Invest in leadership
Investing in leadership is about bridging the gaps identified in the previous elements. The business case points to where investments will have the most impact. Individual and aggregate bench strength assessments uncover who is most in need of development and what are the greatest strengths, deficiencies and opportunities. Investments include training and development, job assignments, coaching and mentoring and aligned HR, Marketing, Financial and Operations practices.
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Leadership Brand Architecture:
5. Measure Impact
Measures address whether or not there has been an impact for the investment. The best measures are based on the extent to which leadership investments have improved the business case. For example: Have we improved bench strength required for growth? Have we increased investor confidence in the quality of our leaders? Are we managing our wealth creating jobs to ensure a better experience for stakeholders?
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Leadership Brand Architecture:
6. Ensure Reputation
Just like product brand and firm brand, leadership brand is about increasing brand awareness about the quality of your leadership. This requires that you communicate frequently about what and why we are investing in leadership and the results of the investment . To accomplish this, you must communicate to internal and external stakeholders in a variety of forums: in your annual report, at company meetings, on investor calls, at conferences and so on.