Unlike what many companies and corporate leaders tend to think, organizational assets are not isolated pieces that work independently. They rather form a whole, an interconnected system of elements that require alignment and consistency to ensure efficient translation of the corporate strategy into the organization.

In this context, and in order to ensure this consistency, we help our clients: 

1) identify and understand the different components of this system (both the “visible” part, composed of the formalized organization charts, job descriptions, procedures, processes…but also the “hidden” part, related to people’s skills and competences, company’s culture, leadership styles…) and;

2) design what we believe is the best modulation of all those components, in a company-specific setting, under a certain set of constraints.

Even though each system is unique, a few invariant remain:

An organization is never only about the processes and the procedures, it is about the individuals that make it work. Therefore, motivation, sense of purpose and collaboration are critical to ensure fluidity between all the components of the system;

- Regardless of how much effort we put in it (and we do put a great deal of it), neither our clients nor we get it right the first time, and it is okay. Designing a new organization is an iterative process that requires commitment from all the relevant stakeholders to make sure we capture all the complexity of the structure and ensure that the new model is understood and accepted by everyone;

-  Organizational change is sometimes a painful process and we know it; so, we always keep in mind, whenever redesigning organizations, that the new model will never be the final one and therefore we integrate as much as possible flexible, fluid ways to operate the organizational model and prepare it for the next change.