Synergy Excellence
Finding the right balance in structure and governance. An organization’s structure and governance should reflect and support its strategy.
What is organizational excellence?
An organization’s structure and governance should reflect and support its strategy. Redesigning your structure and governance to make it future-proof is a two-step process. First, you need to determine which overall structure best fits your strategy (cut). Then, you need to decide which management and consultation mechanisms are required (paste) to make the selected structure work.
- Execution power Which organizational structure and governance model best support your strategy and help accelerate its execution?
- Agility. Everyone is talking about Agile structures and governance, but how do you put them into practice?
- Simplicity and efficiency. A crucial prerequisite for organizational effectiveness. How do you design your organization to be as simple and cost-efficient as possible?
What Turner can do
Turner has a variety of solution for your structure and governance to provide organizational excellence. Every solutions consists of three tot six week stage in which analysis, solutions and a first execution take place.
- Strategy execution and innovation as a competence
- Improve organizational structure and (self)governance
- Increase organizational agility
- Simplification and increase efficiency
1
Strategy execution and innovation as a competence
Results: 30% increase in completion of annual goals, 50% reduction of throughput time in execution and innovation processes and an increased capability for strategy execution in the organization
Strategy execution and innovation are required in every part of an organization. In practice, too much is left to chance. Strategy execution an innovation are capabilities that require a systematic approach. We can help you by assessing your organization's maturity in strategy execution and innovation. You will find answers to questions such as: what is the execution capacity of your organization? What's the difference between Improving, Renewing and Innovating? Which initiatives are a priority? How do we combine old versus new? Find out more on seca.nu/en
Results: reduced communication costs form a governance structure that is aligned with operational processes, 15-33% more simplicity, less meetings and maximum autonomy
organization’s structure and governance should reflect and support its strategy. Redesigning your structure and governance to make it future-proof is a two-step process. First, you need to determine which overall structure best fits your strategy (cut). Then, you need to decide which management and consultation mechanisms are required (paste) to make the selected structure work. We use both ageless and modern structures and types of governance, adapted to your organization. Our approach is pragmatic. We pick and choose from diverse options, including Mintzberg, Laloux and Galbraith, Teal organizations, Holacracy and the Dutch Community Care’s self-management model. Modern organizations create maximum autonomy and hence self-organization and know how to deal with shifting goals. They are agile and therefore effective at strategy execution.
2
Improved structure and (self)governance
3
Increased agility
Results: 37% more growth in revenue and 30% more growth in profitability than non-agile organizations
Organizational agility is the capacity to adapt without changing. Agile organizations aspire an intrinsic capacity to pivot or adapt to changing circumstances. Organizational agility is the foundation of success. We strengthen the following elements 1. Strategy: a clear vision, flexibility along the way. Making the short term and long term equally important 2. Structure: creating flexilbility from multi-disciplinary teams. 3. Innovation vision. Creating a dual approach to foster innovation in structure and IT. 4. Governance: steering on what works and what doesn't in short cycles.
Results: cost savings of 10–15%, fewer organizational layers, optimized spans of control, broader decision-making mandates, and 5–10% cost reductions in overhead and support functions.
Organizations need to meet an increasing set of demands. Complexity is growing. Managers spend between 30 to 60% of their time on reporting and/or coordination. It's time to simplify, but not to oversimplify. Simplify overhead and governance Vereenvoudiging every two years. It speeds up strategy execution. Our approach is threefold. First, simplify the strategy, when there's no focus there's no way an organization can become less complex. Next, cut back the portfolio of products and projects. Then, simplify governance and overhead. Classic overhead value analysis and modern simplification methods go together to achieve the best results.
4
Simplification & efficiency
Based on our track record on these types of issues, we have established specific principles of approach.
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