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ORGANIZATION
There are many reasons why an organization may be under-delivering. The company may have become too siloed and complex, with different parts of the organization no longer aligned to its strategic priorities thereby making it difficult for management to effectively direct resources and attention to key priorities. It may be that the operating model is no longer "fit for purpose" and that the organization needs to build new capabilities in order to deliver on its strategic agenda.

Defining the organizational architecture- the formal structure, governance and operating model - represents one of the most critical decisions of the CEO. It is also one of the few decisions that he must make alone, given that all senior management team members have a stake in the decision. Whether it’s a question of efficiency and effectiveness, alignment, operating model or capabilities, rethinking how a company is organized is never simple. There is usually no single best solution, and because it typically leads to shifts in the power and scope of activities at the senior team level, it can cause conflict and division at the top, with significant repercussions across the organization.

Through our experience working in different industries and environments, we have developed a strong understanding of different organizational models and how to make them work. Using a congruence model, we take an integrated approach to organizational architecture in building an integrated blueprint for the organization.
Pivot can help:
  • Strategic Organizational Design
    This involves the design of the structure and governance model at the top of an organization. Following a thorough diagnosis of the situation, we help senior leaders identify the key design criteria that will guide the evaluation of different organizational design options. We also act as a buffer between the CEO and his team, ensuring effective participation of the top team.
Though the target design for the organization needs to be driven by strategic design criteria, it is often constrained by internal capabilities, resources and politics. We help senior leaders navigate the fine line between organizational design and casting of resources, while keeping the best interests of the organization in mind.
  • Operational Organizational Design
    Whereas strategic design requires a top-down approach, rooted in the design criteria that stem from the requirements, the strategy and the specifics of the organization, operational design is essentially a bottom-up exercise that needs to be closely aligned to the work carried out by the enterprise. It requires the active involvement of operational managers who will ultimately be responsible for implementation. Pivot has extensive experience in planning and facilitating Design Workshops with operational managers to ensure effective design that is owned by operations.
  • Corporate Centre Design
    Large corporations often struggle with the role and the size of their corporate functions. What value should the Corporate Centre add to the business? What should the scope of activities at the Centre be? What should the core process governance and value-added processes of the Centre be? What is the right level of resources committed at the Corporate Centre? We help organizations define the governance model and value-add from the Center and to calibrate different corporate functions so that they are ‘fit to purpose’.
  • Complex Organizational Solutions
    As organizations grow and diversify, they must become more sophisticated to handle the complexity of their operations, such as breadth of products, services and geographical reach. Pivot has developed extensive experience in implementing complex organizational design solutions and making them work: Dual Head Offices, CEO-COO leadership structures, complex matrix organizations, key account management, shared services, etc.