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Culture First: Day 2, HR's role in guiding organization design
The document outlines the role of HR in organizational design, emphasizing the need for clarity in purpose, strategy, and structure while addressing common frustrations in decision-making processes. It presents case studies from various firms illustrating bottlenecks and suggests a collaborative approach to designing effective organizational systems. Key recommendations include iterative implementation and engaging stakeholders to enhance adaptability and foster a culture of continuous improvement.
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Culture First: Day 2, HR's role in guiding organization design
- 1. HR’s Role inGuiding Organization Design
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- 3. We’re Michael &Alexis [email protected] [email protected] This is where we work www.aug.co
- 4. We specialize inlarge, complex organizations
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- 12. Purpose & Strategy REVENUE-DRIVEN Structure HIERARCHIES Process CLOSED Infrastructure ANALOG Talent CULTUREFIT Incentives COMPENSATION
- 13. Purpose & Strategy REVENUE-DRIVEN→ PURPOSE-DRIVEN Structure HIERARCHIES → NETWORKS Process CLOSED → OPEN Infrastructure ANALOG → DIGITAL Talent CULTURE FIT → CULTURE ADD Incentives COMPENSATION → EMOTIONAL/CULTURAL
- 14. You’re an orgdesigner
- 15. Stories from thefield
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- 17. “When decisions getto our leaders, it takes them forever to get back to us. It’s such a bottleneck.” CASE STUDY: CPG FIRM
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- 19. “Why is thisprocess so arduous? There’s so much back and forth, and clarifying and coming back. People are frustrated.” CASE STUDY: INSURANCE FIRM
- 20. How It’s Done Noticethe tension 1
- 21. How It’s Done Understandthe deeper problem Notice the tension 21
- 22. How It’s Done Understandthe deeper problem 3 Design for what is desirable, viable, and feasible Notice the tension 21
- 23. How It’s Done Understandthe deeper problem 3 4 Design for what is desirable, viable, and feasible Engage with those you’re designing for & become a trusted advisor Notice the tension 21
- 24. How It’s Done Understandthe deeper problem 3 4 Design for what is desirable, viable, and feasible Engage with those you’re designing for & become a trusted advisor 5 Implement iteratively alongside those who are affected Notice the tension 21
- 25. What if mypower is limited?
- 26. What if mypower is limited? See yourself as an org designer
- 27. What if mypower is limited? See yourself as an org designer Offer insights from great resources
- 28. What if mypower is limited? See yourself as an org designer Offer insights from great resources Start by introducing a small improvement
- 29. Idea for starting small Insteadof “What do you think?” Ask “Is this safe enough to try, knowing that we can adapt later?”
- 30. 2016 | www.aug.co "Forwhat it's worth, I'm just coming back from a lengthy period of illness – and the messaging, tone, delivery methodology and sense of urgency is palpably sharper and fresher than when I stepped out of the business in March. That would be my message – as someone who feels, through 6 months of almost total isolation from business stimuli and interaction, as close to a "re-hire" as one could get.” - Leslie, Fortune 100 client
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