2. Ambidextrous (‘Also-And’) Organisation

There is a correlation between corporate agility and the proportion of employees (at all levels) who are expected to BOTH execute well on the current period results and tasks and to also be contributing to improvements and adaptations for the future. Traditional organisation design often tends to segregate these responsibilities into different ring-fenced functions and business units. Senior executives may be making differential allocation of resources between such units and applying different performance metrics. However, such an approach, often leads siloes and competition for resources, which potentially stymyies adaptability and may create unproductive tensions.  Our support has two main themes:

• Organisation Dexterity Audit: Audit the structures, resource allocations, performance metrics and behaviours (as lived).
  1. The Organisation Audit typically requires 2-4 weeks to complete once documents have been collected and interviews with managers scheduled. 
  2. ‘Also-And’ Workshops: Our unique approach to organisation redesign is through facilitating workshops with the managers most experiencing (or contributing to) the cross-silo tensions. Often these ‘knots’ of tension are found at the intersection of matrix lines of responsibility. The evidence from the research with the best performing companies is clear; Also-And should not require compromise, it must raise thinking to a level that overcomes constraining assumptions, challenges boundary conditions and identifies win-win (also-and) solutions. 
     

Our unique facilitative approach delivers 200% value for our clients:
Accelerating Outcomes AND Enhancing Capabilities.