OPERATING MODEL DESIGN AND ORGANISATIONAL DESIGN
As organisations are constantly changing shape to meet the demands of their customers and markets, small tweaks are made during the course of day-to-day business. Every small change to the structure slowly adds up, resulting in an inefficient environment which is often misaligned to strategy.
Our pragmatic and methodical approach to organisational design ensures that an organisation’s operating model is translated into an aligned set of processes and structures, supported by appropriate performance metrics, competent people, and rewards to deliver on its objectives to best effect.
Organisations are faced with more uncertainty than ever before. The ability to remain stable during these changing times has now become the make or break factor. Organisations that continuously expect and adapt to change effectively will maintain stability.
Changing the equation from change = uncertainty to change = stability.
MAC supports organisations to navigate through these turbulent times. Our approach consists of three dimensions, creating the best way for you to ensure optimal business continuity through flux
- Building Resilience
Culture transformation is a shift that can take place throughout an entire organisation, or in individual departments and teams. It requires changing the hearts, minds and skills of the workforce to support the desired culture. We help you define, design and nurture culture transformation so that it supports your strategy and sets you up to get ahead by:
- Assessing the gap between the culture you have and the culture you want.
- Aligning leadership and set up structures to manage your culture.
- Develop a blueprint for the culture that gets results from your strategy sooner.
- Drive mindset and behaviour change with the right communications, training and talent processes.
Organisational agility is critical to respond sufficiently to challenges. The organisational structures, processes, and cultures of most businesses were developed for control and stability, not for innovation, speed, and agility. Small, incremental changes to how businesses manage, strategise, and execute are insufficient to remain competitive. This requires a leaner and more agile approach which, in turn, requires sweeping changes that have a positive, long-lasting impact on the entire enterprise. Once the business understands this new way of working, it begins to recognise that the same benefits apply and typically starts creating cross-functional agile business teams. These teams may be involved in any of the functions necessary to support developing and delivering business solutions.