The type of questions that the flow shows are correctly asked. Above all, the model rightly mentions that it is absolutely vital to reason in terms of the Operating Model first
, as this is the genuinely critical component to infer the design of the organisation.
The flow also has another very relevant advantage, correctly pointed out by Jon Ingham:
Too many companies do start organisation design by looking at structure, rather than the work, and then focus on functional design and then hierarchy and delayering.
Following this flow, you create, instead, a binding process that looks at work first.
There is, however, another foundational layer that is missing: the Organisation Model. True, Work Design and Job Design are essential components, but an Organisation Model cannot be limited to simply designing the organisational structure. Otherwise, we risk falling into the same problem that Berins’ work tries to avoid: the company focuses too much time on drawing organisational charts instead of pondering the model they want to implement.
Reasoning in terms of the Organisation Model is critical because it is there that many Intentional Choices are made and the basis for full organisational consistency is built.
Let’s not forget that I have personally researched about 60 different models
. And organisational models define not just work but also how decisions are taken and how communication flows. Unfortunately, too many organisations resort to traditional hierarchies
because they don’t spend time intentionally reasoning
on how alternative models could better serve their business.