Unpacking organizations: the practitioner's podcast Rupert Morrison, Shradha Prakash

Yet another organizational design trap is not identifying the strategy before embarking on the design journey. Many organizations lack a true strategy and instead have a collection of goals and objectives. Without a clear strategy, organizational design becomes fragmented and disconnected. Leaders need to design a strategy that is adaptable to the changing world, and we, as practitioners, should design organizations capable of executing that strategy.

We believe 'organizational capability' is one of the most incorrectly used (and understood) terms in organizational design. In this episode, Rupert and Shradha explore the concepts of organizational capability, competency, and strategy. Organizational capability is a combination of people, processes, technology, and ways of working that helps us translate strategy into organizational design. Join us as we discuss why simplifying complex constructs is essential for successful design implementation.

Let’s unpack one of the most common organizational design traps: "Designing Around People." Even seasoned professionals like Rupert and Shradha have fallen into this trap because, in the moment, it may seem easier and less disruptive. However, it inevitably leads to long-term problems. Rupert shares a personal story of falling into this trap and the negative consequences it had on his organization. We emphasize the importance of organizational alignment and design, the need for courage to address conflicts, and the significance of aligning with one's values and principles.

In this episode, Rupert and Shradha explore the role of power in organization design. A thoughtful organization design recognizes and rewards natural authority. Identifying and considering power in different ways leads to more effective org design. However, not all power dynamics can be addressed through org design alone; leadership behaviours also play a critical role. Join us as we discuss the flow of power in organizations.

As we closed out the year 2023, layoffs remained top of mind. In this episode, Rupert and Shradha delve into the topic of organizational design in that context. Often, reductions in force (RIF) are associated with reorganization or organizational design, although RIF primarily serves as a form of workforce planning. A lack of discipline around systemic organizational design can help organizations avoid herd behaviour regarding reactive reductions in the workforce. Join us as we unpack organizational layoffs to kick off our new season.

The three dimensions of determining critical roles are relative impact, time to productivity, and number of people and positions occupying these roles. How do we determine the roles that give us competitive advantage and are creating disproportionate value for our business? Join us to discuss critical roles and to reflect on our previous episodes and look forward to what we have in store for the next season.