A government department was tasked with centralising certain functions into a newly formed division. A year later, as anticipated, it needed to conduct an internal review to ensure the division was structured to deliver optimal results. Callida was engaged to conduct a ‘sense-testing’ of the organisational model to identify what was working and what additional actions needed to be taken to deliver sustained future success.
We used two key analytical approaches to assess whether the division’s organisational arrangements were ‘fit-for-purpose’. The first, Element Organisational Design analyses four pillars of organisational success: Decision Rights, Information, Motivators and Structure. The second, Hypothesis-Driven Analysis, involves enquiry into targeted problem areas by determining hypotheses and then using qualitative and quantitative data to test them. This combined approach ensured a 360 degree analysis of the new structure and identified a number of opportunities for improvement across the division.
Callida’s review exposed multiple weak areas across all four of the Element Organisational Design pillars in key areas that would significantly impact the productivity and output of the division. Key (but by no means exhaustive) findings included the need to further clarify on the Division’s scope of services and priorities; the need to improve allocation of work across the Division; the requirement to provide a more holistic set of Key Performance Indicators (with targets); the need to recognise and nurture the different motivations and cultures of two key staff segments and the need to design an operating model with a more consistently logical allocation of functions and resources. Our extensive list of actionable insights meant the department was well placed to adjust its organisational structure to further improve performance and productivity.
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