Strategy and Organizational Design Framework

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Strategy and Organizational Design Framework
Environment
Mission and Values
Informal Organization
History
Strategy
Critical Tasks
Formal Organization
Organization Performance
Resources
People
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Environment

• The environment consists of all factors
  (organizations, groups, events, etc.) that are
  outside the organization and have a potential
  impact on the organization.
• Competitive
• Legal, Political, Social
• Technological
• Customer

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Resources

• Resources consist of the assets to which the
  organization has access including human
  resources, technology, capital, information, and
  market reputation.
• What is the relative quality of the different
  resources to which the organization has access?
• To what extent are resources fixed rather than
  flexible in their configuration?

4
History

• History is defined as the patterns of past
  behavior, activity, and effectiveness of the
  organization that may affect current and future
  organizational performance.
• What have been the major stages or phases of the
  organizations development?
• What is the current impact of past strategic
  decisions, acts of leadership, and core norms and
  values?

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Mission and Values

• The mission of the organization is defined by the
  basic aspirations and guiding philosophies and
  values of the organization.

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Strategy

• The choices about how a unit wants to compete in
  light of environmental opportunities and threats
  and the units strengths and weaknesses.
• Products and services offered
• Target markets or customers
• Technology choices
• Competitive timing

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Formal Organization

• The structures, processes, and practices that are
  formally created to get individuals to perform
  the required tasks.
• What is the prevailing organizational design?
• What reward systems are in place?

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Informal Organization/Culture

• The norms, values, patterns of communication, and
  distribution of power and influence, which
  characterize how an organization actually
  functions.
• What are the dominant values and norms within the
  organization?
• What is the nature of intergroup relations within
  the organization?

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People

• The characteristics (motives, competencies) of
  people within the organization.
• What knowledge and skills do individuals have?
• What are the needs and preferences of individuals?

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Task

• The specific work necessary to implement the
  strategic objectives.
• What are the concrete tasks necessary to
  accomplish the objectives and add value from the
  customers perspective?
• How much interdependence and integration is
  required among critical tasks?

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Organizational Performance

• Organizational performance is assessed in three
  primary ways
• Goal Attainment - How well the organization meets
  its strategic objectives.
• Resource Utilization - How well the organization
  makes use of available resources.
• Flexibility - Whether the organization is capable
  of changing and adapting to environmental changes.

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A Process for Organizational Problem Solving and
Learning

• Step 1 Identify the Units Crucial Performance
  or Opportunity Gaps
• Step 2 Describe Critical Tasks and Work
  Processes
• Step 3 Check for Organizational Congruence
• Step 4 Develop Solutions and Take Corrective
  Actions
• Step 5 Observe the Response and Learn from the
  Consequences