The success of a company starts from the people who are a part of it: building synergistic teams thanks to the theories of organizational design

To build roots that are strong enough to be sure that the tree, no matter how tall it may be or how badly it may face, will never fall. This is the concept, as simple as it is authentic, based on the idea of Organizational design: a method for analyzing organizations based on the funds, which aims to audit e.g. improve the processes in realities and companies. In fact, organizational design refers to the way a company works: a good organizational design starts from a review of the group’s processes and management functions and tries to reduce the distance between individual expectations and organizational goals.

The analytical function of organizational design therefore has as its ultimate goal to define models and techniques that organizations can try to follow in the process of building and designing their own foundation without which it would be impossible to achieve its goals.

More commonly, the basic idea of ​​organizational design is to go and dig the “bottom of the iceberg”, behind the scenes of a company that exists “below the line of sight”, the way it works and to make it possible to show on the outside what it is. final product is, that is, the tip of the iceberg.

There is no best way to organize … Any way to organize is not equally effectiveSaid Jay R. Galbraith, an authoritative American organizational theorist, who testified that there is no universally valid model that can be used arbitrarily by all organizations: Organizational design is based on this awareness and points to improve the entire company’s internal ecosystem, based on the bases and according to principles and balances that are appropriate for each reality and that vary according to what it is. With a solid foundation, structured according to one method, progress becomes a natural consequence. Organizational design is a revolutionary idea that should increasingly permeate the Italian economy and that every business should learn and make its own, according to its needs. For, as Jay R. Galbraith said, there is no better way to organize, but it varies according to the context in which each organization exists.

Organizational design includes five common factors which relate to the business realities which influence each other and which cannot be considered individually: the strategy, as well as the direction, goals and mission of the company; that people, paying particular attention to their characteristics, their abilities and their expectations; there structure, that is, the distribution of power, the division of labor, and the set of relations between people; that processes, that is, the order of activities and the formal passage of information between people; that reward systemsthese are the tools to recognize the work done.

It is therefore clear how organizational design brings together several facets of a company or a business process, taking into account the different views one may have on the same organization: in the same way that all of us can trivially have a different perspective on how one simple task like making a sandwich is performed, so when analyzing an organization we have to take into account different points of view. The most innovative aspect lies behind the understanding of how organizational design can be used, for example to build a work team.

Building a team according to the principles of organizational design involves a process that goes beyond the companies’ internal hierarchies and pyramid structures. With reference in particular to the building of innovation teams within already consolidated organizational structures, 3 initial phases for the creation of a team can be identified.

We always start with people trying to understand how to build the most appropriate system around them, not the other way around: we therefore try to identify people’s behavior patterns. We study each person’s characteristics, attitude, mental models and the strengths of the individual characters to be included in the team. This first step aims to form a heterogeneous group of people who have a complete vision of the organizational reality, its goals and its directions, without detaching themselves too much from the daily operational reality: all this is made possible through a deep analysis of the informal. relationships within the organization performed through technical specifications.

More specifically, the primary individual profiles to take shape are three: those who are more dedicated to action, are aware of organizational working methods and know how to transform ideas into something concrete, those who have a greater ability to define future scenarios, services or products with an eye towards potential developments; Finally, those who are more aware of creating a positive work environment have extensive contacts in the company and act as a sounding board for the dissemination of practice and information.

The second phase then follows: after studying and analyzing the characteristics of each of the individuals in the organization, the individuals who are to make up the team are determined based on the goals to be achieved.

For example, if you want to build an innovation team, you will try to have a team with a balanced mix of the aforementioned characteristics: The most visionary will suggest innovative solutions or ideas; the most operational will suggest concrete ways to implement the solutions; the more social will enable collaboration within the team and facilitate the collection of feedback from the rest of the organization

Last but not least, the phase is precisely the one where we move on to the construction of the structure, the methods of collaboration and interaction in the team and the processes that will be observed by the team.

Without going into too much detail with the processes, it is sufficient to understand that the latter must again be centered on people, this time focusing on the end users of the organization’s product or service: before design it is important to remember who you are planning for. This is precisely the first of the processes that are structured, that is, the analysis of consumers’ need to build mental profiles and models of customers who can envelop and tell their expectations, often very different.

This construction is followed by all the processes through which new solutions are first devised, which are then made tangible and finally tested in the field through small experiments that see direct involvement of some customers.

This “person-centered” design model of the organization and its teams is the only one that allows you to build truly “user-centric” products and services because, as Melvin Conway reminds us, “organizations that design systems, products and services (… ) They are induced to generate designs for systems, products and services that are copies of the ties and relationships that exist within the organizations themselves, an organization that therefore wants to thrive in an era of Customer Centricity, by designing products and services tailored to the user, must first and foremost be designed so that the needs and characteristics of its employees determine the characteristics of the organization itself .. One of the key principles behind the concept of organizational design.

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