A company’s direction, drivers and state of evolution are constantly changing. However, its structure is often left behind and is not adapting to the various changes. This can lead to inefficient performance and dissatisfaction amongst the entity’s team. Businesses need to regularly look inward at themselves from top to bottom, reviewing whether it has the right people, skill set, reporting lines, common vision, understanding of the strategic vision and the like.

What is it?

The framework of an entity takes many forms and has many parts, just like an engine in a motor vehicle. It is important that all those parts are working together with the same objective and purpose. If any part is not operating in sync then the entity will not perform at its best. If left untouched the problems will grow, often hidden at first, with significant adverse results for the entity.

Why is it important to the Board?

Ultimately the Board is responsible to the entity’s owners for the performance of the business, both in the present and the future. While a Board is not responsible for the day to day running of the business – that is for Management – it does provide an important objective overview and it is responsible for the strategic direction of the entity. The Board cannot address that strategic direction without understanding whether the entity has the means to achieve it. The structure of the organisation is a very important part of that.

What is in it for you?

A properly functioning organisation that can achieve the Board’s strategic direction. It is also important to ensure members of the organisation are satisfied with their position and working together as a team. This will also aid in staff retention – after all it is always the good people that leave first if there is any dissatisfaction within the organisation.

How do we do it?

First we meet with the Board to get a clear understanding of the strategic direction, any changes that have occurred to that and any likely future changes. Then we meet with senior management to get an understanding of how they operate, what they understand of the strategic direction and what they perceive are the issues facing the organisation. This is augmented with views from your front-line team or other personnel to get their views on these aspects from an operating standpoint.  The Walton Group uses our proprietary technology to map the gaps that exist within the organisation’s structure.  With that core information, we then take the team through a series of workshops (the number depends on how great a change is required or how great the issues are) to develop the organisation structure that is required. This process is perhaps the most important part as it leads to ownership of the structure that is ultimately implemented. Throughout this process there is interaction with the Board as often it throws up differences in perceptions which the Board may need to consider.