WEBVTT

1
00:00:06.390 –> 00:00:08.160
Thank you for joining us.

2
00:00:08.160 –> 00:00:12.240
My name is Brenda Kowske and I’m the
director of Talent Analytics and insights at

3
00:00:12.240 –> 00:00:13.890
Boston Scientific.

4
00:00:13.890 –> 00:00:19.350
And I’m joined here today with my colleague
Erica Vermeij, who’s the senior manager for

5
00:00:19.350 –> 00:00:21.900
workforce Planning in our group.

6
00:00:22.870 –> 00:00:29.110
And thank you again for joining us on an
important topic, which is org design.

7
00:00:29.320 –> 00:00:35.020
Many of us are thinking about our
organisational structure right now and being

8
00:00:35.020 –> 00:00:36.940
in the People Analytics space.

9
00:00:36.940 –> 00:00:42.430
We want to make sure that we’re bringing the
right data to the table to do these analyses.

10
00:00:42.430 –> 00:00:48.550
So we’re going to talk about what that looks
like today and how data helps drive a

11
00:00:48.550 –> 00:00:51.010
successful organisational development
implementation.

12
00:00:52.660 –> 00:00:57.100
But before we get started, I want to tell
you a little bit about Boston Scientific.

13
00:00:57.100 –> 00:01:01.180
I know when I go to conferences I have a
tendency to look for those companies that are

14
00:01:01.180 –> 00:01:05.590
similar to my own so I can understand size
and scope of the initiatives that they do.

15
00:01:05.620 –> 00:01:08.770
Well, Boston Scientific is 45,000 employees
strong.

16
00:01:09.280 –> 00:01:17.230
We operate in 115 countries with 164 sites,
including 16 manufacturing sites for our med

17
00:01:17.230 –> 00:01:23.570
device products, and 42% approximately of
our sales is out of the US.

18
00:01:23.570 –> 00:01:27.260
So that gives you a little bit of an idea of
our global footprint.

19
00:01:27.620 –> 00:01:33.230
Like I said, we do med device, so we work on
improving the lives of those who suffer from

20
00:01:33.230 –> 00:01:39.320
various disease states, everything from
Neuromodulation to urology and public health.

21
00:01:39.320 –> 00:01:47.120
So that is Boston Scientific and like many
organisations, we are looking at our

22
00:01:47.120 –> 00:01:52.220
structure, really thinking about the future,
what is going to make us the most efficient

23
00:01:52.220 –> 00:01:58.940
and effective organisation that we can build
to achieve our strategic objectives.

24
00:01:59.090 –> 00:02:04.100
And when we think about organisational
research, we think spans and layers concept

25
00:02:04.100 –> 00:02:09.170
from about 20 years ago and a further back
and it’s simplistic in nature, we’re looking

26
00:02:09.170 –> 00:02:13.310
at team size, we’re looking at layers and
you know, isn’t that just what we’re talking

27
00:02:13.310 –> 00:02:17.360
about today? And the answer is if only it
were that simple.

28
00:02:17.390 –> 00:02:21.440
Org Design is an extremely complicated
analysis.

29
00:02:23.600 –> 00:02:29.630
It is a facilitation process that involves a
lot of stakeholders, and it’s absolutely

30
00:02:29.630 –> 00:02:33.020
crucial that it’s got the very best data
backing it up.

31
00:02:33.020 –> 00:02:38.960
So today we’re going to show you a more
holistic, comprehensive approach to working

32
00:02:38.960 –> 00:02:41.780
on org design in your organisation.

33
00:02:42.110 –> 00:02:44.810
So let’s talk about today’s presentation.

34
00:02:45.440 –> 00:02:51.170
We know that we’re looking to build an
organisation designed for efficiency and

35
00:02:51.170 –> 00:02:56.210
agility that’s going to give us on the the
edge on innovation in our market.

36
00:02:56.210 –> 00:03:01.340
And in order to do that, we’ve put this
forward in about five steps which will run

37
00:03:01.340 –> 00:03:02.510
you through today.

38
00:03:02.900 –> 00:03:08.260
And we’re using this auto car racing analogy
throughout to kind of keep us grounded.

39
00:03:08.270 –> 00:03:12.680
We’re going to start out by talking about
what are some of the signs you might see in

40
00:03:12.680 –> 00:03:18.530
your organisation which say, hey, org design
is really something we should look at this

41
00:03:18.530 –> 00:03:19.940
symptom that we’re seeing.

42
00:03:19.940 –> 00:03:26.360
How does design influence it and could we
possibly find a solution with a different

43
00:03:26.360 –> 00:03:29.570
design? So we’ll talk about that first that
will get us going.

44
00:03:30.230 –> 00:03:33.980
Then Erica is going to talk a little bit
about how we chart a course.

45
00:03:33.980 –> 00:03:36.650
How do we structure this initiative with
data?

46
00:03:37.220 –> 00:03:44.570
How do we measure our organisational
landscape so that we know we are intervening

47
00:03:44.570 –> 00:03:50.030
in the right places to fulfil that vision of
the right design?

48
00:03:50.690 –> 00:03:55.640
And then I’ll talk a little bit about how we
train the crew, these people that are going

49
00:03:55.640 –> 00:04:00.650
to join us, that are impacted by these
designs and making sure that we include the

50
00:04:00.650 –> 00:04:06.890
right people. So we’re thinking about buy in
early and additionally we’re thinking about

51
00:04:06.890 –> 00:04:07.970
change management.

52
00:04:07.970 –> 00:04:11.150
We’re going to watch for any potential
wreckage coming our way.

53
00:04:11.150 –> 00:04:13.640
We’re going to measure our way through that
as well.

54
00:04:13.640 –> 00:04:19.160
And then finally, Eric is going to wrap us
up by talking about what a quote done looks

55
00:04:19.160 –> 00:04:26.870
like for an implementation such as this and
what can be done to kind of improve it and

56
00:04:26.870 –> 00:04:29.300
iterate it on it over time.

57
00:04:29.300 –> 00:04:31.900
So excited to get started here.

58
00:04:31.910 –> 00:04:34.730
Let’s start with an illustrative example.

59
00:04:35.780 –> 00:04:40.220
How do we decide that this is the right
initiative for us?

60
00:04:40.220 –> 00:04:45.320
Well, we were looking for signals or signs
or a big green waving flag coming from our

61
00:04:45.320 –> 00:04:52.340
organisation. In this case, maybe we’re
looking at a simple linear projection on our

62
00:04:52.340 –> 00:04:56.780
headcount. This might go over the next, say,
several years.

63
00:04:56.780 –> 00:05:02.990
And we take a look at that curve and we
think about the size of that growth and maybe

64
00:05:02.990 –> 00:05:08.330
our revenue growth isn’t quite going to keep
pace, we think, to ourselves, wait a minute,

65
00:05:08.330 –> 00:05:12.620
if we put these two pieces of data together,
this would mean that our operating margins

66
00:05:12.620 –> 00:05:20.300
are not in an acceptable space that are
operating income might be something that is

67
00:05:20.300 –> 00:05:22.280
threatened and therefore we need to.

68
00:05:22.380 –> 00:05:24.220
Change this trajectory?

69
00:05:24.240 –> 00:05:28.620
Well, that is both a design question and a
workforce planning question.

70
00:05:28.620 –> 00:05:35.520
But it opens the door to conversations about
sustainable operations and scaling practices

71
00:05:35.520 –> 00:05:37.200
within the organisation.

72
00:05:37.200 –> 00:05:42.800
And that’s exactly where org design fits in
terms of an initiative.

73
00:05:42.810 –> 00:05:45.560
So, so this just might be one flag.

74
00:05:45.570 –> 00:05:49.830
There are many others that might say to you,
Hey, we should look at org design as a

75
00:05:49.830 –> 00:05:51.570
potential solution here.

76
00:05:51.570 –> 00:05:58.230
If you’re having problems with time,
gridlocks and decision making and waiting or

77
00:05:58.230 –> 00:06:03.600
excessive time spent on communication going
up and down the organisation or missing a

78
00:06:03.600 –> 00:06:08.100
deadline or slow response times because
there’s too much volume in certain

79
00:06:08.100 –> 00:06:09.780
constrained areas.

80
00:06:10.140 –> 00:06:14.370
If you’re thinking effort isn’t quite what
it should be, maybe it takes too much effort

81
00:06:14.370 –> 00:06:15.810
to get things done.

82
00:06:15.840 –> 00:06:22.720
There’s a high amount of overtime or slack
time, too many handoffs or backtracking or

83
00:06:22.750 –> 00:06:28.360
duplication of jobs or functions and
unutilised information.

84
00:06:28.360 –> 00:06:31.360
Maybe we’re putting things out there that
never see the light of the day.

85
00:06:31.360 –> 00:06:36.490
That is also a symptom that org design might
be the right choice for you.

86
00:06:36.490 –> 00:06:42.790
And finally, within our people themselves,
are there excessive layers of management

87
00:06:42.790 –> 00:06:44.920
where small and just small teams where there
shouldn’t be?

88
00:06:44.920 –> 00:06:47.890
They don’t make sense there. We’ll talk a
little bit about that later.

89
00:06:48.370 –> 00:06:55.150
Uh, a gap in strategic roles and capabilities
and where people really don’t know what role

90
00:06:55.150 –> 00:06:58.330
they should play in their organisation and
their jobs.

91
00:06:58.330 –> 00:07:02.350
There’s performance considerations or
underutilised specialists.

92
00:07:02.350 –> 00:07:04.150
We’re not really using them to their full
potential.

93
00:07:06.010 –> 00:07:11.380
And then, you know, unacceptable turnover
because it’s frustrating to work in an

94
00:07:11.380 –> 00:07:16.000
organisation that’s not designed correctly,
which could lead to a poor employee

95
00:07:16.000 –> 00:07:20.260
experience. And then finally we talked about
headcount growth in our illustrative example.

96
00:07:20.620 –> 00:07:27.640
All of these might be evidence that that org
design is a solution that you know, is worth

97
00:07:27.640 –> 00:07:33.850
looking into when we see these kinds of
symptoms, this is where we’re really going to

98
00:07:33.850 –> 00:07:38.950
solidify the purpose for going about such a
large and complicated initiative.

99
00:07:38.950 –> 00:07:41.950
Now, of course, it doesn’t always have to be
large and complicated.

100
00:07:41.950 –> 00:07:46.840
You can make some small adjustments that are
more kind of in a hygiene factor sort of

101
00:07:46.840 –> 00:07:52.480
method, but in some cases it’s really taking
another look and maybe defining things in a

102
00:07:52.480 –> 00:07:53.740
different way.

103
00:07:53.980 –> 00:07:57.850
When we do these kinds of initiatives, we
want to make sure that they’re driven by

104
00:07:57.850 –> 00:08:00.970
purpose so we can communicate that purpose
to others.

105
00:08:00.970 –> 00:08:06.460
We can measure our success against that
purpose and those outcomes that are defined.

106
00:08:06.460 –> 00:08:13.120
And we can communicate the success of this
initiative to both stakeholders like leaders,

107
00:08:13.120 –> 00:08:16.600
but also employees who are a subject to its
effects.

108
00:08:17.650 –> 00:08:22.480
So with that, I’m going to turn it over to
Erica to talk a little bit about how we chart

109
00:08:22.510 –> 00:08:24.790
our course through an org design initiative.

110
00:08:25.490 –> 00:08:28.820
Thank you, Brenda. And by the way, I love
your emojis there.

111
00:08:29.720 –> 00:08:30.200
Thank you.

112
00:08:31.010 –> 00:08:32.360
So, yes.

113
00:08:32.360 –> 00:08:36.920
So now let’s focus on, as Brenda mentioned,
charting that course.

114
00:08:36.920 –> 00:08:42.920
And in this race, we really do need to draw
that map and plan the path that is efficient

115
00:08:42.920 –> 00:08:45.710
and effective for our organisations.

116
00:08:45.920 –> 00:08:51.350
And optimising that organisational structure
is just part of that larger initiative of

117
00:08:51.350 –> 00:08:53.150
strategic workforce planning.

118
00:08:53.150 –> 00:08:57.440
And so we’ve put together some of these
questions that are great starting points.

119
00:08:57.440 –> 00:09:01.160
So this is more holistic as you think about
strategic workforce planning.

120
00:09:01.160 –> 00:09:06.500
But when we hone in on that structural
component, really thinking about if structure

121
00:09:06.500 –> 00:09:13.460
is truly driving an efficient strategy for
your organisation, is there the right

122
00:09:13.460 –> 00:09:20.840
structure so that there’s, you know, a
reduction in bureaucracy, an improving

123
00:09:20.840 –> 00:09:23.150
communication flow up and down the
organisation?

124
00:09:24.320 –> 00:09:27.450
Are we effectively serving our clients and
our patients?

125
00:09:27.450 –> 00:09:31.350
Right? That’s something that’s very
important to us and part of our guiding

126
00:09:31.350 –> 00:09:38.100
principles. And do we have the best possible
employee experience as well as we think about

127
00:09:38.100 –> 00:09:42.120
the structural components and thinking about
cost efficiencies, Right?

128
00:09:42.120 –> 00:09:47.400
What are those trade offs and looking at
models comparatively of different structures

129
00:09:47.400 –> 00:09:52.290
and really making sure as you’re doing this
work, you’re looking holistically at some of

130
00:09:52.290 –> 00:09:57.690
those options and then thinking about
agility and fast action as well.

131
00:09:58.080 –> 00:10:05.410
You know, Brenda talked about really making
sure that we we are we’re in the market and

132
00:10:05.610 –> 00:10:07.410
we are we’re winning in the market.

133
00:10:07.410 –> 00:10:12.060
Right. And making sure that that structure
actually allows us to do that.

134
00:10:12.300 –> 00:10:20.550
And so as we think about organisational
design and also the broader kind of strategic

135
00:10:20.550 –> 00:10:26.640
workforce planning and looking at all of the
levers that you have in your toolbox in order

136
00:10:26.640 –> 00:10:31.500
to optimise your workforce, we need to
really make sure that we’re weighing those

137
00:10:31.500 –> 00:10:36.360
lever strategies against each other,
thinking about the cost and the time and the

138
00:10:36.360 –> 00:10:41.460
business and talent implications, thinking
about engagement and inclusion, right, and

139
00:10:41.460 –> 00:10:46.650
making sure that we’re measuring that as
well as well as that impact to our customers.

140
00:10:46.650 –> 00:10:53.520
And so the blueprint and part of that
strategic workforce plan is really all about

141
00:10:53.520 –> 00:10:58.890
organisational design and the spans and
layers and really designing for efficiency.

142
00:10:58.890 –> 00:11:03.930
And this is often the foundation for all the
other strategies as well, and really making

143
00:11:03.930 –> 00:11:05.340
sure that we balance that.

144
00:11:06.270 –> 00:11:12.120
So and we don’t want to start the race
without understanding the landscape.

145
00:11:12.120 –> 00:11:17.340
So what are those twists and those turns
that you’ll encounter, those slick spots

146
00:11:17.370 –> 00:11:23.010
along the way, those potholes and of
building out a more efficient plan.

147
00:11:23.010 –> 00:11:30.480
So keeping that in mind and additionally, we
want to make sure we understand what good

148
00:11:30.480 –> 00:11:32.700
looks like. That’s important, right?

149
00:11:32.730 –> 00:11:38.490
Making sure that we’re putting guardrails in
place around those tight curves, using

150
00:11:38.490 –> 00:11:43.020
guardrails as principles that will guide you
through this work.

151
00:11:43.020 –> 00:11:49.860
And just to highlight these org design
principles, really making sure that you are

152
00:11:49.860 –> 00:11:51.930
thinking about fit for purpose.

153
00:11:52.050 –> 00:11:57.690
Oftentimes when we go into this work with
our internal clients, they’re always asking

154
00:11:57.690 –> 00:11:59.100
us, What’s that magic number?

155
00:11:59.100 –> 00:12:04.710
What is the business, you know, trying to
align to and really making sure that you are

156
00:12:04.710 –> 00:12:10.410
looking at the organisations, you’re looking
at, the work that those leaders are doing and

157
00:12:10.410 –> 00:12:15.360
their employees are doing, and really making
sure that you’re right, fitting for the work

158
00:12:15.360 –> 00:12:16.650
that they’re doing.

159
00:12:16.950 –> 00:12:23.850
And one organisation, you know, may be
thinking about a geolocation strategy and

160
00:12:23.850 –> 00:12:29.790
requires a completely different structure
than an organisation that may be, you know,

161
00:12:29.790 –> 00:12:36.210
clustered around well-defined jobs or there
may be a maturity in the market as well where

162
00:12:36.210 –> 00:12:40.050
an organisation may have smaller teams
because they know that they’re going to be

163
00:12:40.050 –> 00:12:44.190
building those out. And so really making
sure that you have that clear business

164
00:12:44.190 –> 00:12:49.350
context and aligning the structure to really
support those strategies.

165
00:12:50.310 –> 00:12:56.310
Additionally, as we look about kind of the
layers and and the management levels within

166
00:12:56.310 –> 00:13:02.340
the organisation, typically what we want to
see from a from a layers perspective is our

167
00:13:02.340 –> 00:13:07.140
senior leaders are going to be at the top of
the house and the largest layer at the bottom

168
00:13:07.140 –> 00:13:11.970
is really our individual contributors within
the organisation and there’s direct

169
00:13:11.970 –> 00:13:14.580
correlation within those layers of the
organisation.

170
00:13:15.720 –> 00:13:21.420
So if you start having a number of very small
teams kind of in the middle, maybe your

171
00:13:21.420 –> 00:13:24.490
organisation instead of looking at that
optimal kind of.

172
00:13:24.530 –> 00:13:31.070
Pyramid or half pyramid shape starts to look
like a much longer organisation and really

173
00:13:31.070 –> 00:13:33.440
asking yourself some of those questions.

174
00:13:34.130 –> 00:13:40.100
We had a few slides ago around that
optimisation and what does that do to agility

175
00:13:40.100 –> 00:13:45.250
and communication flow up and down the
organisation if you start getting very long?

176
00:13:45.260 –> 00:13:50.570
And so really keeping these guiding
principles as you go through this work is is

177
00:13:50.570 –> 00:13:51.860
definitely important.

178
00:13:53.090 –> 00:13:59.540
Another element is, of course it’s important
that descriptive statistics are understood by

179
00:13:59.540 –> 00:14:05.330
our stakeholders and our leaders and making
sure that they have a clear understanding of

180
00:14:05.330 –> 00:14:10.610
what they’re looking at and how they are
able to interpret the data is definitely

181
00:14:10.610 –> 00:14:14.870
important. So as we go through this work,
really making sure that you do spend time on

182
00:14:14.870 –> 00:14:16.580
the education component.

183
00:14:16.820 –> 00:14:22.310
Of course, you can also use inferential
statistics and methods like cluster analysis

184
00:14:22.310 –> 00:14:26.610
to understand the components of of team
effectiveness as well.

185
00:14:26.610 –> 00:14:33.240
And but of course we want to make sure that
we are truly defining those basics so that

186
00:14:33.240 –> 00:14:37.230
the individuals who are doing the work have
a very clear understanding of what they’re

187
00:14:37.230 –> 00:14:38.910
looking at as well.

188
00:14:40.350 –> 00:14:48.030
Also, as we go through this work, looking
and looking at the organisation, connecting

189
00:14:48.030 –> 00:14:53.670
it to those design principles we talked
about and helping the organisation understand

190
00:14:53.670 –> 00:15:00.180
maybe our current organisation looks like
org A Right, where how do we compare against

191
00:15:00.180 –> 00:15:04.140
that optimal shape of that kind of half
pyramid, right.

192
00:15:04.260 –> 00:15:08.490
And do our layers of the organisation align
with those management levels.

193
00:15:08.490 –> 00:15:14.550
So here in this particular organisation org
and org be have the exact same number of

194
00:15:14.550 –> 00:15:19.710
employees, but you see an org where there
may be multiple layers of, of the same

195
00:15:19.710 –> 00:15:24.240
management level where we have VP’s
reporting to VP’s and directors, reporting to

196
00:15:24.260 –> 00:15:29.490
directors and maybe we have professionals
that have that are individual contributors,

197
00:15:29.700 –> 00:15:31.470
leading teams as well.

198
00:15:31.470 –> 00:15:36.780
And all of a sudden we get that very kind of
elongated organisational structure.

199
00:15:36.780 –> 00:15:42.450
Whereas if we start to model and we start to
think about optimisation and, and how do we

200
00:15:42.450 –> 00:15:44.460
build a structure that really does support
agility.

201
00:15:46.050 –> 00:15:50.640
Here is where we can start looking and
saying, okay, what organisation structure

202
00:15:50.640 –> 00:15:54.230
might make sense to really support those
business strategies?

203
00:15:54.240 –> 00:15:59.820
And here we’ve built an example of the same,
the same number of employees, but really

204
00:15:59.820 –> 00:16:01.890
those that do follow more of those design
principles.

205
00:16:05.170 –> 00:16:06.850
And then as we go through as well.

206
00:16:06.850 –> 00:16:14.200
So one of the things that we do is really
start digging into to the data and and really

207
00:16:14.200 –> 00:16:15.400
measuring the landscape.

208
00:16:15.400 –> 00:16:20.410
So we’ve done a lot of work in this space to
really build out dashboards that will support

209
00:16:20.410 –> 00:16:22.390
that diagnostic process.

210
00:16:22.390 –> 00:16:28.060
And the first look at the organisation is of
course that more of that Vista view where we

211
00:16:28.060 –> 00:16:32.860
have high level understanding of the
organisation here, we’ve developed kind of a

212
00:16:32.860 –> 00:16:38.140
one page summary with sensing mechanisms
built in to really help you understand,

213
00:16:38.140 –> 00:16:43.510
listen, where maybe some opportunities where
you want to dig into the organisation and

214
00:16:43.510 –> 00:16:47.590
where we might not align with some of those
design principles.

215
00:16:47.740 –> 00:16:53.530
With that, the next phase is to really dig
into kind of the diagnostic process and start

216
00:16:53.530 –> 00:16:55.870
looking at the spans of the organisation.

217
00:16:55.870 –> 00:17:01.330
And here are some great questions you can
ask yourself as you’re doing that work around

218
00:17:01.330 –> 00:17:04.910
the ratio of small teams within your
organisation, right?

219
00:17:04.910 –> 00:17:10.340
Do we have a lot of very small teams and low
medium span of control and what might that be

220
00:17:10.340 –> 00:17:12.230
doing to your organisation?

221
00:17:12.440 –> 00:17:20.930
Also aligning with with guardrails around
kind of, you know, standard benchmarking and

222
00:17:20.930 –> 00:17:27.680
guidance around kind of team size for the
type of work that, you know, various

223
00:17:27.680 –> 00:17:32.610
functions or management levels are doing and
really, really questioning, right?

224
00:17:32.660 –> 00:17:37.910
Why do we maybe look different and what
would it look like if we optimised digging

225
00:17:37.910 –> 00:17:45.050
into the layers component as well, looking
at the median span by layers and

226
00:17:45.050 –> 00:17:49.280
understanding if those management levels
actually follow those layers within the

227
00:17:49.280 –> 00:17:50.930
organisation? Right.

228
00:17:50.930 –> 00:17:56.750
What shape do we have and what might that be
doing to some of the things that we talked

229
00:17:56.750 –> 00:18:02.780
about? And then the other aspect as well is
really looking at internal benchmarking,

230
00:18:02.780 –> 00:18:07.010
right? So if you have organisations that may
be similar internally within your

231
00:18:07.010 –> 00:18:13.460
organisation, a sales organisation for
example, where there may be similar types of

232
00:18:13.460 –> 00:18:19.220
sales that are happening, similar types of
products, and why might they look different

233
00:18:19.220 –> 00:18:23.570
and start looking at kind of ratios of
leadership and understanding from a

234
00:18:23.570 –> 00:18:28.700
structural perspective, you know, what might
be optimal or how do we compare against each

235
00:18:28.700 –> 00:18:29.930
other as well.

236
00:18:30.320 –> 00:18:36.650
And, and so really, really thinking about
that or looking at organisations that may be

237
00:18:36.650 –> 00:18:39.740
at similar maturity models as well.

238
00:18:40.100 –> 00:18:44.630
And then also we want to think about
organisational network analysis.

239
00:18:44.630 –> 00:18:52.790
So if that structure is efficient, it might
serve leaders well to kind of formalise these

240
00:18:52.790 –> 00:18:57.440
informal networks rather than structuring
against the grain as well.

241
00:18:57.650 –> 00:19:02.450
On the other hand, leaders might want to
consciously change and efficient ways of

242
00:19:02.450 –> 00:19:07.280
working and knowing that the the network,
knowing the network will definitely help

243
00:19:07.280 –> 00:19:08.750
address that as well.

244
00:19:08.750 –> 00:19:13.460
And so this is work in our sites.

245
00:19:13.490 –> 00:19:17.960
Maybe we’ll come back to you next year and
we’ll talk in more detail really about some

246
00:19:17.960 –> 00:19:20.630
of the network analysis we’ll be doing.

247
00:19:22.350 –> 00:19:23.640
Great. Thank you, Erica.

248
00:19:23.940 –> 00:19:25.410
Yes. Yeah.

249
00:19:25.930 –> 00:19:30.750
Um, this brings us to more thoughts about
who’s doing this work.

250
00:19:30.780 –> 00:19:33.240
Lots of analyses.

251
00:19:33.600 –> 00:19:35.550
You know, we know we’ve got the starting
line.

252
00:19:36.210 –> 00:19:38.280
We’re ready to get going.

253
00:19:38.280 –> 00:19:41.680
We understand where some of those
opportunities lie.

254
00:19:41.700 –> 00:19:46.680
We’ve looked at the numbers, but who is
looking at the numbers and what are they

255
00:19:46.680 –> 00:19:49.080
going to do next? Well, that gets us to our
team.

256
00:19:49.440 –> 00:19:52.950
So in this case, you can have the greatest
car ever, but if you don’t have the right

257
00:19:52.980 –> 00:19:55.320
team assembled, you’re going nowhere.

258
00:19:55.320 –> 00:19:57.510
So let’s talk a little bit about our pit
crew.

259
00:19:58.950 –> 00:20:02.090
And here we’ve used a RACI.

260
00:20:02.130 –> 00:20:06.570
This is a pretty traditional framework for
assigning roles.

261
00:20:06.570 –> 00:20:11.610
You might use something called a rafsky
whatever works for your organisation.

262
00:20:11.610 –> 00:20:18.690
The point being is that each individual
should be selected based on the kinds of work

263
00:20:18.690 –> 00:20:22.140
and transitions you want to do and the roles
that exist in your function.

264
00:20:22.440 –> 00:20:24.450
So I’ll walk you through very quickly.

265
00:20:24.450 –> 00:20:30.240
Many of you, I’m sure, are familiar with a
with a RACI model, but here I’ve applied it

266
00:20:30.240 –> 00:20:34.770
to a hypothetical org design initiative.

267
00:20:34.860 –> 00:20:39.240
So first let’s talk about who’s responsible,
who’s going to execute this task, who’s doing

268
00:20:39.240 –> 00:20:42.690
the work. And there’s kind of two big bodies
of work in org design.

269
00:20:42.690 –> 00:20:45.210
One is the planner themselves.

270
00:20:45.210 –> 00:20:51.360
So the person who is going to be
facilitating those sessions, who’s going to

271
00:20:51.360 –> 00:20:58.980
be getting those events sequenced and making
sure that they happen, that would be your

272
00:20:59.250 –> 00:21:03.300
business partner potentially, or a talent
management leader, depending on how you have

273
00:21:03.300 –> 00:21:05.370
those roles assigned within H.R.

274
00:21:06.540 –> 00:21:10.350
Of course there’s us, there’s people who have
to bring the data forward.

275
00:21:10.680 –> 00:21:15.990
You can use train the trainer approach
coaching HR business partners to do this

276
00:21:15.990 –> 00:21:20.280
analysis. You may have analysts that are
doing analysis for them.

277
00:21:20.280 –> 00:21:24.120
It is an analysis intensive initiative.

278
00:21:24.120 –> 00:21:27.870
And so having that analytic support is
absolutely crucial.

279
00:21:29.400 –> 00:21:30.750
Who is accountable?

280
00:21:30.750 –> 00:21:36.870
This is the person that’s ultimately
answerable to the completion of this

281
00:21:36.870 –> 00:21:40.020
initiative and really the decider.

282
00:21:40.020 –> 00:21:42.480
The buck stops with the business leader.

283
00:21:42.660 –> 00:21:47.280
And this it makes sense because it’s their
organisation, so they need to approve what

284
00:21:47.280 –> 00:21:51.930
that structure looks like in terms of who
needs to be consulted.

285
00:21:51.930 –> 00:21:55.920
You’re going to see in a moment that this is
going to touch a lot of different people.

286
00:21:56.400 –> 00:22:03.450
Whenever someone has a stake in a change,
those people need to be in that consulted

287
00:22:03.750 –> 00:22:09.240
bucket. So in this case, it might be HR
leaders, it might be those leaders who are

288
00:22:09.270 –> 00:22:10.800
going to have a domino effect.

289
00:22:10.800 –> 00:22:14.100
If we’re going to take one team from one
place, we’re going to move it to another

290
00:22:14.100 –> 00:22:18.960
place. We need to talk to both leaders, you
know, where those who have those teams.

291
00:22:18.960 –> 00:22:23.100
And then finally, there’s a group that need
to stay informed here.

292
00:22:23.100 –> 00:22:26.770
I’ve put those affected C CEOs.

293
00:22:26.770 –> 00:22:32.890
So, you know, imagine that your total
rewards group needs to think about a

294
00:22:32.890 –> 00:22:35.110
different reward structure or maybe it’s HR
operations.

295
00:22:35.740 –> 00:22:39.340
Who actually needs to do the transactions
that will reflect these moves?

296
00:22:39.370 –> 00:22:45.850
It is also employees, so we can’t always be
entirely transparent as we’re working these

297
00:22:45.850 –> 00:22:51.400
plans out. But when the time is right,
keeping employees informed is important.

298
00:22:51.450 –> 00:22:52.690
I’m going to talk about why in just a
minute.

299
00:22:55.130 –> 00:23:02.840
We also highly recommend that we use a
touchstone model to drive an organisation

300
00:23:02.840 –> 00:23:04.490
design initiative.

301
00:23:04.520 –> 00:23:10.490
Here we’ve coupled our RACI with Galbraith’s
star model, so we make sure that our org

302
00:23:10.490 –> 00:23:17.750
design initiative is holistic in nature and
we are taking a good look at and managing all

303
00:23:17.750 –> 00:23:23.150
of the components or elements in the
organisation that relate to org design,

304
00:23:23.150 –> 00:23:27.500
including strategy processes, rewards and
people.

305
00:23:28.430 –> 00:23:35.480
We’ve also structured our training to
directly address each of those areas in the

306
00:23:35.480 –> 00:23:38.330
star model while keeping the audience in
mind.

307
00:23:39.110 –> 00:23:44.900
So if the person is only at is at, say, the
consulting level, they may need to know

308
00:23:44.900 –> 00:23:50.240
generally what some of this means and those
doing the work, those responsible might need

309
00:23:50.240 –> 00:23:55.290
to go very deep. This might be a training
workshop to make sure they have the skills

310
00:23:55.290 –> 00:23:57.600
and capabilities to pull off an org design
initiative.

311
00:23:58.650 –> 00:24:01.500
So we launched things called playbooks.

312
00:24:01.890 –> 00:24:08.730
They are modularised so that we can kind of
pull them off the shelf and upskill as

313
00:24:08.730 –> 00:24:13.740
needed. This is an efficient way of teaching
out this content and really kind of any

314
00:24:13.740 –> 00:24:15.510
content in your organisation.

315
00:24:15.510 –> 00:24:21.510
And you can say here that we’ve designed
those modules in accordance with the

316
00:24:21.510 –> 00:24:23.790
framework that we’ve rolled out.

317
00:24:26.120 –> 00:24:30.480
So that gets us to a pretty solid plan.

318
00:24:30.500 –> 00:24:37.040
We got the right people involved and they
know their role and we have a solid

319
00:24:37.040 –> 00:24:38.750
foundation of what we’re about to do.

320
00:24:38.750 –> 00:24:44.000
But this is all going to come down to
discussions, facilitated sessions where we

321
00:24:44.000 –> 00:24:51.200
bring these data to the table and leaders
and their partners make decisions and decide

322
00:24:51.200 –> 00:24:54.590
what that new normal is going to look like
when it comes to org structure.

323
00:24:54.830 –> 00:24:57.350
It starts with the stated objectives.

324
00:24:57.350 –> 00:25:01.520
Early on we said start this with purpose.

325
00:25:01.550 –> 00:25:04.100
Know what you’re trying to solve for.

326
00:25:04.130 –> 00:25:05.870
Define those outcomes.

327
00:25:05.870 –> 00:25:09.410
Those outcomes are going to come into play
right here in the beginning of this

328
00:25:09.410 –> 00:25:13.280
discussion so we can all align to the
problem we’re trying to solve.

329
00:25:14.600 –> 00:25:20.270
We’re going to use data because there should
be some data based rationale for why we’re

330
00:25:20.270 –> 00:25:22.880
endeavouring to change the org design.

331
00:25:23.150 –> 00:25:29.070
We’re also going to use data when we think
about areas of opportunity and that kind of

332
00:25:29.070 –> 00:25:31.620
gap analysis, it comes in play there as
well.

333
00:25:32.430 –> 00:25:36.890
And we’re going to use data to build
different scenarios, maybe put up a couple

334
00:25:36.900 –> 00:25:39.930
strawman scenarios for people to react to.

335
00:25:39.960 –> 00:25:42.930
We’ll look at the cost of those designs.

336
00:25:42.930 –> 00:25:46.530
We’ll look at the pros and cons of those
designs, and that’s going to help move the

337
00:25:46.530 –> 00:25:48.090
discussion forward.

338
00:25:48.210 –> 00:25:53.400
Usually it’s HR business partner or talent
management leaders facilitating these design

339
00:25:53.400 –> 00:25:56.580
sessions with close partnership of their
analyst.

340
00:25:58.570 –> 00:26:05.740
We’ll finalise that design and then we need
to notify those who are affected through that

341
00:26:05.740 –> 00:26:07.140
notification process.

342
00:26:07.150 –> 00:26:12.700
It is intensive change management time, so
we’ll talk about that on the next slide here.

343
00:26:13.180 –> 00:26:18.670
And after we in while we’re moving through
that change management effort, we’ll be

344
00:26:18.670 –> 00:26:24.340
measuring the impacts, the progress, looking
for where we might be slipping.

345
00:26:24.340 –> 00:26:29.620
Maybe we need to do a tweak or an iteration,
and data is going to kind of guide us through

346
00:26:29.650 –> 00:26:31.150
to that finish line.

347
00:26:31.510 –> 00:26:37.960
So I can’t say enough that while we’re going
through this reasonably intensive process

348
00:26:38.680 –> 00:26:44.050
that we watch out for crashes and not only
do we watch out for those crashes, but we

349
00:26:44.050 –> 00:26:45.970
actually drive into the crash.

350
00:26:45.970 –> 00:26:53.050
And those of you who follow any kind of car
racing know that what we are taught to do is

351
00:26:53.050 –> 00:26:57.610
drive into the crash because there’s so much
kinetic energy surrounding that crash that

352
00:26:57.710 –> 00:27:01.040
the cars will move by the time you get to
that spot.

353
00:27:01.370 –> 00:27:06.440
Our point here is that we’re going to lean
into the change management of this, and

354
00:27:06.440 –> 00:27:12.200
that’s incredibly important because we know
that changing organisational structure,

355
00:27:12.200 –> 00:27:18.530
changing leadership hierarchies and and and
messing with people’s livelihoods kind of

356
00:27:18.530 –> 00:27:23.570
evoke an emotive response that we want to
pay special attention to.

357
00:27:23.690 –> 00:27:30.290
It’s scientifically proven that we feel
first and we do it for biological reasons.

358
00:27:30.290 –> 00:27:36.410
We, if we perceive a threat, say the threat
of losing livelihood, being laid off, of

359
00:27:36.530 –> 00:27:42.110
losing that trusted manager that we’ve
worked with with for so long, perceiving that

360
00:27:42.110 –> 00:27:47.750
threat fires up our amygdala and that signal
goes straight down our spinal column, which

361
00:27:47.750 –> 00:27:54.170
is going to trigger those stress responses
that we’re familiar with, the heartbeat, the,

362
00:27:54.200 –> 00:27:57.440
you know, sweating and eyes dilated.

363
00:27:57.440 –> 00:27:59.690
And we’re ready for fight or flight.

364
00:27:59.840 –> 00:28:05.180
It actually bypasses your cognitive kind of
judgement and thinking.

365
00:28:05.860 –> 00:28:07.080
That does kick in.

366
00:28:07.090 –> 00:28:13.600
It just takes longer because your thalamus
is going to take in that sensory information.

367
00:28:13.600 –> 00:28:17.860
It’s going to travel through your cortex,
through your prefrontal cortex, which is your

368
00:28:17.860 –> 00:28:19.750
executive decision making.

369
00:28:19.750 –> 00:28:23.450
And then it’s going to say, Now do I need to
still be in fight or flight?

370
00:28:23.470 –> 00:28:27.940
If not, we turn that fight or flight off or
it stays on.

371
00:28:27.970 –> 00:28:32.800
This is something as people involved in this
change, we actually have to actively manage

372
00:28:32.800 –> 00:28:37.390
and think about when we put forward data
that might have hyperbole in it or on

373
00:28:37.390 –> 00:28:40.120
purpose. We are like motivating our
response.

374
00:28:40.960 –> 00:28:47.200
There comes with some responsibility in that
we need to pay attention to human’s response

375
00:28:47.200 –> 00:28:52.090
to it and be responsible for that reaction,
because that reaction may take us in a

376
00:28:52.090 –> 00:28:53.770
direction we don’t want to go.

377
00:28:54.310 –> 00:28:59.980
This response is evident through the change
curve, and I’m sure you’ve seen something

378
00:28:59.980 –> 00:29:05.990
like this before, but we can manage our
messages through this change curve to help

379
00:29:05.990 –> 00:29:07.070
people along.

380
00:29:07.070 –> 00:29:10.280
And really we do want to help them along
because it’s going to make for a more

381
00:29:10.280 –> 00:29:12.290
successful initiative.

382
00:29:12.830 –> 00:29:17.360
When we start in the beginning, we might be
sceptical when we learn of maybe a change is

383
00:29:17.360 –> 00:29:19.010
going to come. We think, why is this
necessary?

384
00:29:19.970 –> 00:29:25.370
Bringing data based rationale that same
purpose that we all align to in the beginning

385
00:29:25.370 –> 00:29:29.610
of this initiative back to those
stakeholders is important.

386
00:29:29.630 –> 00:29:33.830
Let’s tell them why this is important for
the company and for you.

387
00:29:33.860 –> 00:29:35.900
What’s the personal impact?

388
00:29:36.050 –> 00:29:38.030
What is the personal preparation?

389
00:29:38.030 –> 00:29:39.730
Where do you have control?

390
00:29:39.740 –> 00:29:41.240
How can you prepare?

391
00:29:41.240 –> 00:29:44.720
Having control at work lowers job stress.

392
00:29:44.720 –> 00:29:46.100
That’s a fact as well.

393
00:29:46.100 –> 00:29:49.010
So let’s tell them where they can prepare.

394
00:29:49.340 –> 00:29:51.200
Then we say, Hey, it’s time.

395
00:29:51.200 –> 00:29:56.630
We’re going to make this transition and
we’re moving through that adoption phase to

396
00:29:56.630 –> 00:30:03.440
realising those gains and data can help us
there as well as we show people the positive

397
00:30:03.440 –> 00:30:05.390
impact of change.

398
00:30:06.650 –> 00:30:13.490
So let’s make sure that we are listening to
employees throughout this change curve so we

399
00:30:13.490 –> 00:30:19.550
can witness and report back on that recovery
after maybe, you know, a little bit of a

400
00:30:19.550 –> 00:30:22.910
jarring experience as things shift around.

401
00:30:23.450 –> 00:30:28.010
Another thing that might help you on your
way is a change model.

402
00:30:28.010 –> 00:30:31.400
You probably have these at your organisation
as well.

403
00:30:31.790 –> 00:30:35.080
Putting one up here just so we can talk
through it.

404
00:30:35.090 –> 00:30:39.200
But again, you’re going to build a case
straight off the, you know, straight out of

405
00:30:39.200 –> 00:30:42.320
the gates and using data.

406
00:30:42.560 –> 00:30:45.470
This case likely will have a message of
urgency.

407
00:30:46.400 –> 00:30:50.300
The vision that you’re trying to accomplish
and the request you’re making of that

408
00:30:50.300 –> 00:30:53.000
audience. It’s going to directly relate to
strategy.

409
00:30:54.230 –> 00:30:59.900
And we’re going to identify those data based
drivers and roadblocks to make sure that the

410
00:30:59.900 –> 00:31:04.430
strategy of this program, of this org design
is set up for success.

411
00:31:04.550 –> 00:31:09.750
We’ll communicate this throughout and be as
transparent as possible.

412
00:31:09.750 –> 00:31:13.530
Now, with some of these things, we need to
kind of stay behind the curtain for a while.

413
00:31:13.530 –> 00:31:17.040
When we can be transparent, we’ll endeavour
to do so.

414
00:31:17.040 –> 00:31:22.830
And then also acknowledging those
development initiatives that come part and

415
00:31:22.830 –> 00:31:24.150
parcel with org design.

416
00:31:24.150 –> 00:31:28.590
As you move things around, you may need to
build a new skill or capability that actually

417
00:31:28.590 –> 00:31:32.610
is also a positive for those employees
undergoing that change.

418
00:31:32.610 –> 00:31:34.110
So make sure to highlight that.

419
00:31:34.110 –> 00:31:36.500
That’s a nice opportunity for career growth.

420
00:31:36.510 –> 00:31:40.470
And finally, how are we going to sustain
this change?

421
00:31:40.620 –> 00:31:46.890
Setting our feet down and saying this is how
we operate and measuring the change and the

422
00:31:46.890 –> 00:31:51.150
progress throughout so that people
understand both where they’re at with that

423
00:31:51.150 –> 00:31:54.600
change, but also the benefits we’re
receiving from going through this.

424
00:31:54.600 –> 00:32:00.900
So that is kind of leaning in to that to
that change management effort.

425
00:32:00.900 –> 00:32:04.770
And I’m going to then hand it back to Erica
to round us out here.

426
00:32:05.040 –> 00:32:06.510
Great. Thank you, Brenda.

427
00:32:06.510 –> 00:32:11.550
And I don’t know about you, but I’ve always
wanted to be able to wave the chequered flag.

428
00:32:11.670 –> 00:32:12.150
I know.

429
00:32:13.080 –> 00:32:13.740
Right?

430
00:32:13.740 –> 00:32:15.220
So when does that happen?

431
00:32:15.240 –> 00:32:20.730
Right, exactly. And that’s what I get to do
today is so, um, you know, as we think

432
00:32:20.730 –> 00:32:21.750
through this. Right.

433
00:32:21.990 –> 00:32:28.140
And really, really getting you to the finish
line and being able to wave that checkered

434
00:32:28.140 –> 00:32:36.150
flag. So as we think about that, making sure
that as we as we think about all this work,

435
00:32:36.150 –> 00:32:40.470
we want to make sure that we are measuring
what matters, right as we go through this

436
00:32:40.470 –> 00:32:46.380
process. And Brenda talked a lot about
change and making sure that we are measuring

437
00:32:46.380 –> 00:32:52.320
pre during and post as well and really
understanding the employee experience through

438
00:32:52.320 –> 00:32:57.540
that. And if the employee experience is
negatively impacted and if you are doing that

439
00:32:57.540 –> 00:33:02.640
measure and you’re doing it throughout the
process, you have a really good gauge and you

440
00:33:02.640 –> 00:33:05.250
know you’re able to iterate as well.

441
00:33:05.490 –> 00:33:10.140
And Brenda and I have a have a great
experience with this that, you know, with a

442
00:33:10.140 –> 00:33:15.540
past employer, we actually went through an
acquisition that doubled the size of our

443
00:33:15.540 –> 00:33:21.420
organisation and making sure that there was
clear measures through that process where you

444
00:33:21.420 –> 00:33:28.530
were literally integrating two organisations
that were 40 or 50,000 into one single kind

445
00:33:28.530 –> 00:33:30.210
of mega organisation.

446
00:33:30.210 –> 00:33:36.390
And imagine that impact from a cultural
perspective on how each organisation did

447
00:33:36.390 –> 00:33:37.890
business differently.

448
00:33:37.890 –> 00:33:42.960
Really looking at those two organisations
and bringing them together and making sure

449
00:33:42.960 –> 00:33:48.780
that you have that optimised organisation
and understanding the implementation process

450
00:33:48.780 –> 00:33:55.950
as well. And was that organisation fully
implemented at organisational design is a

451
00:33:55.950 –> 00:34:01.170
long term strategy and, and sometimes it
takes a long time to do that full

452
00:34:01.170 –> 00:34:07.560
implementation. So where are you at and how
are you measuring that also to do achieve

453
00:34:07.560 –> 00:34:11.430
those outcomes that you set forth to achieve
through that?

454
00:34:11.430 –> 00:34:16.950
Right? Does your organisation look optimised
or is it optimised to support those business

455
00:34:16.950 –> 00:34:22.320
strategies? Did you see savings along the
way with efficiencies?

456
00:34:22.650 –> 00:34:24.570
And is there better collaboration?

457
00:34:24.570 –> 00:34:30.510
Right. You know, is there more agility
within the organisation to faster decisions?

458
00:34:30.510 –> 00:34:35.010
And was the customer experience improved
throughout that as well?

459
00:34:35.010 –> 00:34:39.690
And then, you know, as Brenda mentioned,
right, she talked about how this is

460
00:34:39.690 –> 00:34:46.530
iterative, looking at what you’ve done from
an organisational design perspective and

461
00:34:46.530 –> 00:34:51.810
really making sure you’re thinking about
kind of that need for iteration or checking

462
00:34:51.810 –> 00:34:57.840
in on it and thinking about things not just
from a structural perspective, but what are

463
00:34:57.840 –> 00:35:01.470
processes, you know, from our experience as
well.

464
00:35:01.680 –> 00:35:06.060
If you bring two really large organisations
together, processes can.

465
00:35:06.090 –> 00:35:11.010
Be very different. Technology constraints
can be there as well, where you may be on

466
00:35:11.010 –> 00:35:13.170
dual systems and how difficult that might
be.

467
00:35:14.070 –> 00:35:20.520
Skills and capabilities both building right
and could be for career development or what

468
00:35:20.520 –> 00:35:26.070
are those things that you need to continue
to grow within the organisation and, and

469
00:35:26.070 –> 00:35:28.200
again, that cultural perspective.

470
00:35:28.240 –> 00:35:32.130
You know, one of the things that’s important
is really making sure that you’re measuring

471
00:35:32.130 –> 00:35:36.630
that organisational health throughout
throughout this process as well.

472
00:35:37.730 –> 00:35:43.610
And then as we think about that continual
iteration, I mentioned it just a little bit,

473
00:35:44.000 –> 00:35:50.150
but really wanting to make sure that it’s
clear that organisational design is truly a

474
00:35:50.150 –> 00:35:51.650
long term strategy.

475
00:35:51.680 –> 00:35:57.320
If we are only focussed on organisational
design because we need, you know, quick top

476
00:35:57.320 –> 00:36:04.460
line efficiencies and really think about
that impact on your employees, your patients,

477
00:36:04.460 –> 00:36:05.510
your customers.

478
00:36:05.510 –> 00:36:10.880
That impact may be very short lived, but
really from a long term perspective, does

479
00:36:10.880 –> 00:36:13.250
that really get you to the strategies that
you need?

480
00:36:13.280 –> 00:36:19.130
Right. And iterating on it when you may have
leadership changes or process or whatever

481
00:36:19.130 –> 00:36:24.170
they may be, But making sure that you’re
checking in, you’re iterating, you’re making

482
00:36:24.170 –> 00:36:30.440
sure that that org design is really kind of
a living and breathing process and thing that

483
00:36:30.440 –> 00:36:34.040
you’re doing to meet those strategic
priorities of the business.

484
00:36:34.040 –> 00:36:43.140
So hopefully that got you to the finish line
and and you have what you need and we are

485
00:36:43.140 –> 00:36:46.860
open now for any questions that you may have
for us.

The post Organisation Design appeared first on Tucana.