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A.T.Kearney17/6104/c/orgFrameworkOrganizationAssessmentTrainingMarch1996A.T.Kearney17/6104/c/orgContentsnIntroduction:PurposeofanorganizationassessmentnOrganizationassessmentmethodologyoverviewnOrganizationaldesigntheoryreviewnCurrentorganizationassessment•structure,policies/systems,culture•fitwithoperatingstrategyandbusinessprocesses•changereadiness•identificationofQuickHitsnOrganizationalredesign•Organizationalblueprint,BalancedScorecard•definitionofstrategicroleoforganization•benchmarking:bestpracticesscannDeliverablesnToolsA.T.Kearney17/6104/c/orgPurposeofanorganizationassessmentnAnorganizationassessmentisacruciallinkinacomprehensivereengineeringengagementnTheanalysislaysthegroundworkforaneworganizationstructure,newhumanresourceandcompensationpolicies,newrolesandresponsibilities,newwaysofworkingnTheexercisehighlightsboththestrengthsandweaknessesoftheorganizationarchitectureinmeetingthestrategicobjectivesofthecompanythroughitskeyprocessesnInsightsgainedthroughouttheassessmentserveasimportantinputswhencustomizingachangemanagementapproachandanappropriatecommunicationstrategyA.T.Kearney17/6104/c/orgCurrentorganizationassessmentMethodologies&ToolsOrganizationalredesignnAnalyzingcurrentorganizationstructure,companypolicies,culturenAssessingalignmentwiththefirm's’coreprocessesandoperatingstrategynAssessingreadinesstochangeandimpactofchangeonorganizationnOrganizationalBlueprint,organizationcharts,interviews,humanresourcepoliciesandprocedures,measurementsystems,communications,leadershipstyles,cultureauditnMission,vision,values,coreprocessmaps,BalancedScorecard,skillsassessmentnHistoryoftransitiontool,changecapacitytool,OrganizationassessmentmethodologyoverviewQuickhitsRedesignnEliminateredundanciesnReassignresponsibilitiesnClarifyorstandardizepoliciesandproceduresnCaptureinternalbestpracticesnRedesignorganizationtoreflectkeycustomerneeds,strategicdrivers,corecompetencies,etc.A.T.Kearney17/6104/c/orgOrganizationdesigntheorysamplingnTeambasedorganizationsnLearningorganizationsnMatrixorganizationsnFeaturesofotherredesignedorganizations•autonomousworkteams•high-performanceworksystems•alliancesandjointventures•spinouts•networks•teamworkatthetopA.T.Kearney17/6104/c/orgCurrentorganizationassessmentnStructure•Divisionofwork•Skilllevels,rolesandresponsibilities•Interfaces,spansofcontrolnPolicies/systems/procedures•HRpoliciesandprocedures•CommunicationprogramsnCulture•Changereadiness,barrierstochange•Informalorganization•LearningorientationnFitwithoperatingstrategynFitwithbusinessprocessesnQuickhits•Redundancies•InternalbestpracticesA.T.Kearney17/6104/c/orgCurrentorganizationassessment•Hiring•Measurement•Training•Compensation•Communication•Orientationtochange•Motivation•Commitment•ResultsEnvisagedOrganizationnAllaspectsofanorganizationmustbegivenequalattentioninathoroughassessment•Roles/tasks•Responsibility•Hierarchy•Infrastructure•InformationsystemsPoliciesStructureCulture•Skills•Values•LeadershipA.T.Kearney17/6104/c/orgCurrentorganizationassessmentHighTaskOrientationLowHighTaskCultureHighPerformanceCultureLowTaskandLowRelationshipCultureHighRelationshipCultureHigh•Focusongettingtheworkdoneatanycost•Highconcernforresults•Lowconcernforpeople•Focusongettingtheworkdonewhilemeetingpeople’sneeds•Equalconcernforpeopleandresults•Ambiguousgoals•Concernforself•Lowsenseofquality•Focusonsocialneeds•Highconcernforpeople•LowerconcernforresultsnAnorganizationcanbedescribedintermsofitstaskandrelationshiporientationnHighperformanceorganizationsscorehighontaskandrelationshiporientationRelationshiporientationA.T.Kearney17/6104/c/orgCurrentorganizationassessmentnBothdriveresultsnResultsfocusdrivesculturechangeResultsBusinessProcessandOrganizationStructureBehaviorValuesClimatenCulturechangecannotbeseenasisolatedfrombusinessprocessandorganizationstructuredesignA.T.Kearney17/6104/c/orgCurrentorganizationassessmentScore123456789DimensionAppropriateleadershipObjectivesandgoalsorientationSupport,trustandcommitmentOpennessandconfrontationAchievementorientationEffectivenessofworkproceduresCritiquecultureIndividualdevelopmentorientationCreativitycultureEffectivenessofinter-grouprelationshipExamplenA“cultureaudit”canmeasuredifferentdimensionsofacompany’sinternalworkingsnSpecificdimensionsandmeasurementguidelinesshouldbecustomizedtotheorganizationA.T.Kearney17/6104/c/orgOrganizationalredesignnOnedefinitionoforganizationdesignindicatesthat,“designinvolvesjobcontentandboundaries,measurementandrewardsystems,informationandcontrolsystems,policiesandprocedures,managementprocesses,theshareofworkunits,andhierarchy.”(Walton&Nadler,1994)nThepurposeofdesignistoenablethesuccessfulexecutionofstrategyby•supportingtheappropriatecoordination,specializationandscope•motivatingandenablingdesiredbehaviorsnBenefitsofdesignaccruefromspecialization,leveragingofresources,sharedsupportandcommonpracticesnKeydesigndecisions•Groupingoftasks(byactivity,output,userorclient)—basedonstrategicrequirementsdictaterequiredorganizationalcapabilities,priorities—taskrequirements—currentpr