Organisational design: the dark art of any company restructure

Is it just us, or does it seem like most companies these days seem to be in a perpetual state of change?

This increase in strategic change could in some part be driven by the continuous disruption of industries and how companies now need regular shake-ups in order to succeed. However, it appears that this high level of organisational design may also reflect the disappointment with the outcome of previous attempts to introduce changes.

A high number of change programmes fail, with a large percentage simply running out of steam whilst, in other cases, some fail to meet their objectives or improve performance once implemented. Could this be down to the organisational design or the actual implementation of the new model

In a study conducted by Mckinsey, they found that; “the most successful organizations combine stable design elements with dynamic elements that change in response to evolving markets and new strategic directions. Corporate redesigns give organizations a rare opportunity to identify the stable backbone and set up those elements ripe for dynamic change.” The most successful companies see organisational redesign as a chance to rebuild the landscape and direct the future of the company.