Organisational New 2018-05-23T15:12:27+00:00

Organisational Architecture is a question of design and preparedness. It can be forged as a company grows and progresses, however, when transitional change is required, creating a clear strategy, armed with defined principles and shared intent, will more often than not, produce the best results.

At Bendelta, we facilitate the design of good business architecture. To do this, we ensure key executives and relevant stakeholders are not only well informed and instructed but also heavily involved and inspired. Strategy is thus collaboratively developed by the most relevant people and those who will live through its application.

We survey both the internal and external environments to gather the meaningful data that will be helpful for teams and organisations to understand and interpret their current situation, and bolster their thinking around ways to approach it in the future. We will prototype, stress test and iterate in a logically flowing sequence. And we will develop actionable outcomes with clear ownership.

Organisational transformation is assisted by our dedication to removing cultural, process, or systemic obstacles that distract your people from working more closely to their full potential. Through thorough and thoughtful questioning, our strategic facilitation will unlock the conversations that were otherwise hidden from sight.

A clear architecture that has been created by many knowledgeable hands will have a smoother adoption, less risk of re-engineering (change will be more ‘sticky’), greater buy-in and an accelerated path to achievement. It will have realistically sequenced, vetted timelines, and known ownership and responsibilities.

No two organisations are the same, so at Bendelta, we will always tailor our approach to suit the specific needs of our client. However, to provide an example, the following structure will offer some of the flavour of our work and how it may apply to a client.

In many cases, change and transition is led from the top, so it is key for Bendelta to meet with the leaders and strategy owners to understand their individual and collective views of the organisation and the situation that led them to make contact

Once a dialogue is open, it is important to form some additional views on how the organisation is operating and explore any further context of a new strategy. This could take many forms ranging from all-staff surveys to ‘mystery shopping’; observations from a neutral vantage point.

Once a picture has been created, it is time to pivot into what the objectives of a fresh organisational design are. These may not be immediately obvious or they may be contentious. Focuses facilitation is very useful to ensure teams and leaders move forward with common purpose.

In this context, the response is not the solution to any problem or the formed architecture, rather it is the response to the objectives. It refers to how we will go about achieving these objectives in terms of what conversations we need to have, when, how, and with whom.

Holding these conversations in a structured, disciplined way will allow the best results to flow out. We will establish boundaries of time and content, ensure voices are heard, and drill to the requisite depths to mine participants for their knowledge and insight.

Though we aim to remain neutral for much of our facilitation so you as involved experts can strategise in a way that suits your organisation and culture, we have expertise, experience and a knowledgeable network on hand, and we will offer advice, models, thinking, case studies, and points of view as appropriate.

Taking the essence and detail of the conversations, workshops, or surveys we have held and observed, we will create a packaged summary to be digested by the organisation.

This step alone could take many forms and is dependent on the outcomes of the previous steps and the needs (whether they be existing, or freshly uncovered) of the organisation. However, some possible approaches could see Bendelta designing and facilitating workshops; creating a cadence of consultation; developing further analytical studies; stepping into an advisory roll; pivoting or linking to another area of the business plus many others.

By this stage, a new organisational architecture will be designed with rich detail outlining its own adoption and by default provide your organisation a robust map to manage the change.

Meet our organisational design consultants

Richard Doolan
Head of Canberra
Richard is a Principal Consultant and Head of Canberra. He specialises in managing and delivering programs to build leadership and enhance individual and organisational capability and performance.
Spring Gowling
Senior Manager
Alexandra Schiller
Alexandra is a registered psychologist holding a Masters in Organisational Psychology and Human Factors.

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