#Making a structure in no limits 2 how to

Many of my clients tell me that they find it increasingly difficult to operate within outdated or dysfunctional structures.

#Making a structure in no limits 2 how to

Worse, organizations rarely show people how to operate in a new structure, which can also undermine effectiveness. More often than not, though, the hierarchy remains embedded in the вЂњnewвЂќ structure, which can cut across its effectiveness and leave people confused. Often, I see little more than a traditional hierarchy flattening out, perhaps broadening into a matrix structure in parts of the organization. This doesnвЂ™t always happen, with the result that responsibilities can be overlooked, staffing can be inappropriate, and people - and even functions - can work against each other. When organizational strategy changes, structures, roles, and functions should be realigned with the new objectives. I rarely come across leaders who advocate wholesale organizational redesign or use it as a way to support their people and business. This can result in lots of piecemeal change initiatives rather than looking at the overall organizational design. From what I can gather, much of this has been вЂњon the hoof,вЂќ with companies switching their focus from markets to products or competitors, rather than looking at the big picture. As well as helping me understand how hard it is to run an organization, they show me how they are managing to adapt - or not - to changing organizational structures.ДЄ constant theme during meetings over the last three years has been how globalisation and the economic crisis have forced organizations to rethink their strategies and change they way they operate.

One of the wonderful things about being a coach is that I meet hundreds of executives who freely share their business and leadership challenges with me.