Case Study: Organisational Re-structure
Organisational re-structures are often performed to help an organisation react to changing circumstances. This case study examines an organisation that was formed to deliver a large civil infrastructure project. As the organisation’s focus shifted from design of the asset to construction, the managing director saw the need to re-organise the internal structure to better handle the responsibilities of a construction focused entity. A bold choice was made to include senior and middle management in the re-structuring of the organisation to help craft a structure relevant to the priorities of the new focus.
As there was to be significant re-structuring to be performed to adequately shift from design-centric to construction-centric, the initial focus was for all stakeholders to understand the task at hand. This was achieved through open dialogue and encouraging stakeholders to test assumptions. As this particular topic is quite abstract, the conversation was structured in an Oystr-styled map. A redacted extract of the map is shown in the following link as an example of the kinds of questions that were posed during this initial meeting.
With a shared understanding of the task at hand, the stakeholders started with re-structuring the core Organisational Management Team (OMT). As a group, the stakeholders discussed the responsibilities for the new OMT, the characteristics team members would require, and the characteristics of the team itself. This was then followed by nominating individuals that would supply the team with the agreed characteristics ready for board approval. An Oystr-styled map was again used to capture and finalise the agreed characteristics and the members that would be put forward for board approval. A redacted extract of the map is shown below as an example of the kind of structure collaboratively designed by the team.
Rinse & Repeat
With the base structure for the OMT decided, the stakeholders then proceeded to build the organisational chart for the rest of the organisation. The process suggested by external consultants to maximise efficiency, was to do a task and role analysis. As the tasks and responsible roles are fairly common across construction projects, standard lists were drawn up for each functional area to fill in. These lists, combined with the principles formed when determining the OMT, were then used to inform the development of a reporting structure that was to form the basis of the new organisational structure.