Organisational design and development involves a combination of activities that support the overall transformational process.
With international economies and business environments getting more complex with each passing day, organisations and CEOs are getting keener on transforming the human resource function from merely being a standalone department to becoming an integral and important part of the organisation as a whole.
As an initial step in the process of transformation, most organisations benchmark their human resource policies and their long term vision. The primary aim of the benchmark score is to design a transformational strategy that can transform the organisation for the better.
Organisational transformation will be successful only if you have a vision.
The mission and vision statement of your organisation not only influences your direction, it also helps you align your resources to your business objectives and drive success. To develop a strategic vision, your organisation needs to highlight the outcomes that assist in reducing deficiencies and time consumed in typical roles to allow the expected outcomes in strategic role.
- Value Proposition or Strategic Purpose Statement
A value proposition or strategic purpose statement is proposed to be a disparity of the mission statement which is utilised especially to emphasise how underlying technologies, strategic and traditional human resource functions align for achieving the strategy of the organisation.
- Guiding Principles
These principles are considered the organisational promises, stating that the strategy will undoubtedly deliver. The guiding principles also act as an anchor of how the decisions will be made throughout the technology implementation process. It is necessary to have four to six guiding principles; for instance, agile and integrated, efficiency and simplicity, business values and meaningful and trusted data.
- Defining Attributes
This represents the expected actions and behaviours to be demonstrated in alignment with every guiding principle.
- Workforce Experiences
The workforce experiences define how the organisation wants the users to experience the latest processes and technology, for instance, ability to perform business function analysis everyday with a mobile dashboard.
- Major Measures & Outcomes
These outcomes and measures are utilised to make sure that the underlying technology and project is being delivered as per the promise that has been made with every defining attribute and guiding principle.
Why is it Necessary?
Complexity of business environments today has multiplied the tension of challenges faced by CEOs when they navigate organisational transformation.
Over the last decade, the overall business environment’s complexity has substantially increased, which has rendered the advances that were previously achieved, competitive necessities. Additionally, the degree and pace of complexity and change respectively is constantly increasing with no limits.
To address challenges imposed by changes in the global economic landscape, an integrated and flexible approach to organisational transformation is necessary.
As organisational transformation begins, the normal pattern is to be less decentralised and then increase subsequently the outsourcing level which results in a hybrid company incorporating external and internal resources to perform a series of tasks. The enhancement in complexity to manage hybrid organisations isn’t usually expected.
Rather than rushing the implementation, it is wise to first create a strategic vision for ensuring that the expected business value and desired outcomes stay the main focus all through the implementation process. This will place the organisation in the right direction towards a successful transformation.