Transformational organisation design

Transformational organisation design

2.September.2024

TRANSFORMATIONAL ORGANISATION DESIGN

In an ever-changing modern business landscape, one of the most important tasks for leaders is the  dynamic creation of new roles . This can involve several steps over a long period and has a number of touch points across the business.

In analysing Hanover Fox`s client activity over the past 12 months across both diverse and varied sector landscapes, 61% of management hires were to newly created positions. This transformation has come alongside  very challenging economic conditions. Companies are clearly planning and investing in new products / services and are fully aware for the need for exceptional talent to steer them. But what should you be looking for in order to satisfy yourself and colleagues that the time is right to pull the trigger on creating new roles.

Here are some approaches to consider  when structuring your new hiring plan.

  • Business Strategy Alignment – Companies should firstly align their organisational structures with their medium and long-term goals. Then evaluate whether existing roles adequately support the company`s mission and growth plans. If not, highlighting the areas where new roles or functions are necessary  to achieve these objectives.
  • Market Trends and Industry Changes – By continually monitoring industry trends, technological advancement and market shifts, you will anticipate how these changes will impact the company`s operations, internal structures and workforce planning. You can then quickly develop the roles that address these emerging needs.
  • Operational Efficiency and effectiveness – Regular assessment of the operational processes and workflows will identify bottlenecks, inefficiencies or areas where specialised expertise is lacking. Once these become  clear create the roles that enhance and streamline processes or bridge the gaps identified.
  • Feedback from Employees and Teams – Engage with employees at all levels. Listen actively to gather all the feedback on workloads, challenges and areas for improvement. Involve these teams where possible in designing new roles that address their `pain points`.
  • Technology and Automation – Evaluate the impact of future technology on existing roles and identify those tasks that could be automated. Consider reskilling or creating roles related to technology implementation and their management.
  • Organisational Growth and Expansion – As companies enter new markets they often require additional roles that will drive sales and profit . Use market research to understand the demands of the new market and relevant customer segments and create the new roles that support growth without compromising agility and customer offering.
  • Risk Management and Compliance – New market entrance  often drives changes in regulation and risk profiles; this alone creates new roles. Compliance Officers and Risk Managers ensure adherence to legal and ethical standards and mitigate risks to protect the company’s interest both externally and internally.

 

Identifying new roles and critical functions should be an ongoing process and falls to a number of senior leaders to manage. Too often, the business of daily corporate life takes centre stage and it is not until a number of issues have occurred that a weakness in the staffing balance is identified,  which of course is too late. Every company has a different approach.

If you’re about to pull that trigger with new roles, we wish you all the best and offer any assistance we can in welcoming you as a future member of that 61% club.

Mark Rowley

Mark.rowley@hanoverfox.com

 

 

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