Organisations are generally formed for the purpose of allowing a group of people who have a common aim to organise who does what. That is a rather simplistic description but cuts to the heart of the matter. Whether that formation comes from an entrepreneur needing to scale up activity by starting to employ managers to manage people instead of doing everything themselves or from two large, existing enterprises joining forces, the key principle is that people know what others are doing and trust them to apply their skills, knowledge and behavioural competencies to the full. Any organisation that is assembled that doesn’t satisfy this necessity is less likely to achieve its aims than one that creates a structural design that enables trust and maximises utilisation of ability.
Over the 25 years in which we have reviewed and diagnosed the strength of organisations, we have encountered a number of common issues through our measurement approach. Two downloadable papers discuss these common issues in different contexts; the first considers embryonic organisations arising from entrepreneurial start-ups, the second considers two organisations being brought together to form one larger enterprise.
New Organisations – the hurdles and pitfalls of building and evolving an effective design
Combining Two Organisations – the hurdles and pitfalls of building and evolving an effective design
Through a combination of using one of the diagnostic measurements contained within the Leadership for Organisational Improvement (LOI™) suite of 360° surveys and applying the Requisite principles of organisational design, GIL is able to help any ‘new’ organisation evolve its organisational structure in such a way that it is optimised to deliver its strategic intent.
