WEBVTT
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Thank you for joining us.
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My name is Brenda Kowske and I’m the
director of Talent Analytics and insights at
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Boston Scientific.
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And I’m joined here today with my colleague
Erica Vermeij, who’s the senior manager for
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workforce Planning in our group.
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And thank you again for joining us on an
important topic, which is org design.
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Many of us are thinking about our
organisational structure right now and being
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in the People Analytics space.
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We want to make sure that we’re bringing the
right data to the table to do these analyses.
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So we’re going to talk about what that looks
like today and how data helps drive a
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successful organisational development
implementation.
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But before we get started, I want to tell
you a little bit about Boston Scientific.
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I know when I go to conferences I have a
tendency to look for those companies that are
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similar to my own so I can understand size
and scope of the initiatives that they do.
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Well, Boston Scientific is 45,000 employees
strong.
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We operate in 115 countries with 164 sites,
including 16 manufacturing sites for our med
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device products, and 42% approximately of
our sales is out of the US.
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So that gives you a little bit of an idea of
our global footprint.
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Like I said, we do med device, so we work on
improving the lives of those who suffer from
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various disease states, everything from
Neuromodulation to urology and public health.
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So that is Boston Scientific and like many
organisations, we are looking at our
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structure, really thinking about the future,
what is going to make us the most efficient
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and effective organisation that we can build
to achieve our strategic objectives.
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And when we think about organisational
research, we think spans and layers concept
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from about 20 years ago and a further back
and it’s simplistic in nature, we’re looking
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at team size, we’re looking at layers and
you know, isn’t that just what we’re talking
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about today? And the answer is if only it
were that simple.
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Org Design is an extremely complicated
analysis.
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It is a facilitation process that involves a
lot of stakeholders, and it’s absolutely
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crucial that it’s got the very best data
backing it up.
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So today we’re going to show you a more
holistic, comprehensive approach to working
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on org design in your organisation.
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So let’s talk about today’s presentation.
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We know that we’re looking to build an
organisation designed for efficiency and
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agility that’s going to give us on the the
edge on innovation in our market.
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And in order to do that, we’ve put this
forward in about five steps which will run
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you through today.
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And we’re using this auto car racing analogy
throughout to kind of keep us grounded.
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We’re going to start out by talking about
what are some of the signs you might see in
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your organisation which say, hey, org design
is really something we should look at this
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symptom that we’re seeing.
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How does design influence it and could we
possibly find a solution with a different
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design? So we’ll talk about that first that
will get us going.
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Then Erica is going to talk a little bit
about how we chart a course.
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How do we structure this initiative with
data?
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How do we measure our organisational
landscape so that we know we are intervening
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in the right places to fulfil that vision of
the right design?
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And then I’ll talk a little bit about how we
train the crew, these people that are going
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to join us, that are impacted by these
designs and making sure that we include the
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right people. So we’re thinking about buy in
early and additionally we’re thinking about
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change management.
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We’re going to watch for any potential
wreckage coming our way.
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We’re going to measure our way through that
as well.
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And then finally, Eric is going to wrap us
up by talking about what a quote done looks
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like for an implementation such as this and
what can be done to kind of improve it and
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iterate it on it over time.
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So excited to get started here.
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Let’s start with an illustrative example.
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How do we decide that this is the right
initiative for us?
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Well, we were looking for signals or signs
or a big green waving flag coming from our
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organisation. In this case, maybe we’re
looking at a simple linear projection on our
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headcount. This might go over the next, say,
several years.
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And we take a look at that curve and we
think about the size of that growth and maybe
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our revenue growth isn’t quite going to keep
pace, we think, to ourselves, wait a minute,
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if we put these two pieces of data together,
this would mean that our operating margins
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are not in an acceptable space that are
operating income might be something that is
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threatened and therefore we need to.
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Change this trajectory?
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Well, that is both a design question and a
workforce planning question.
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But it opens the door to conversations about
sustainable operations and scaling practices
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within the organisation.
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And that’s exactly where org design fits in
terms of an initiative.
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So, so this just might be one flag.
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There are many others that might say to you,
Hey, we should look at org design as a
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potential solution here.
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If you’re having problems with time,
gridlocks and decision making and waiting or
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excessive time spent on communication going
up and down the organisation or missing a
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deadline or slow response times because
there’s too much volume in certain
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constrained areas.
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If you’re thinking effort isn’t quite what
it should be, maybe it takes too much effort
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to get things done.
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There’s a high amount of overtime or slack
time, too many handoffs or backtracking or
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duplication of jobs or functions and
unutilised information.
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Maybe we’re putting things out there that
never see the light of the day.
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That is also a symptom that org design might
be the right choice for you.
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And finally, within our people themselves,
are there excessive layers of management
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where small and just small teams where there
shouldn’t be?
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They don’t make sense there. We’ll talk a
little bit about that later.
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Uh, a gap in strategic roles and capabilities
and where people really don’t know what role
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they should play in their organisation and
their jobs.
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There’s performance considerations or
underutilised specialists.
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We’re not really using them to their full
potential.
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And then, you know, unacceptable turnover
because it’s frustrating to work in an
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organisation that’s not designed correctly,
which could lead to a poor employee
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experience. And then finally we talked about
headcount growth in our illustrative example.
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All of these might be evidence that that org
design is a solution that you know, is worth
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looking into when we see these kinds of
symptoms, this is where we’re really going to
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solidify the purpose for going about such a
large and complicated initiative.
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Now, of course, it doesn’t always have to be
large and complicated.
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You can make some small adjustments that are
more kind of in a hygiene factor sort of
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method, but in some cases it’s really taking
another look and maybe defining things in a
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different way.
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When we do these kinds of initiatives, we
want to make sure that they’re driven by
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purpose so we can communicate that purpose
to others.
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We can measure our success against that
purpose and those outcomes that are defined.
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And we can communicate the success of this
initiative to both stakeholders like leaders,
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but also employees who are a subject to its
effects.
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So with that, I’m going to turn it over to
Erica to talk a little bit about how we chart
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our course through an org design initiative.
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Thank you, Brenda. And by the way, I love
your emojis there.
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Thank you.
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So, yes.
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So now let’s focus on, as Brenda mentioned,
charting that course.
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And in this race, we really do need to draw
that map and plan the path that is efficient
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and effective for our organisations.
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And optimising that organisational structure
is just part of that larger initiative of
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strategic workforce planning.
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And so we’ve put together some of these
questions that are great starting points.
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So this is more holistic as you think about
strategic workforce planning.
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But when we hone in on that structural
component, really thinking about if structure
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is truly driving an efficient strategy for
your organisation, is there the right
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structure so that there’s, you know, a
reduction in bureaucracy, an improving
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communication flow up and down the
organisation?
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Are we effectively serving our clients and
our patients?
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Right? That’s something that’s very
important to us and part of our guiding
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principles. And do we have the best possible
employee experience as well as we think about
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the structural components and thinking about
cost efficiencies, Right?
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What are those trade offs and looking at
models comparatively of different structures
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and really making sure as you’re doing this
work, you’re looking holistically at some of
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those options and then thinking about
agility and fast action as well.
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You know, Brenda talked about really making
sure that we we are we’re in the market and
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we are we’re winning in the market.
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Right. And making sure that that structure
actually allows us to do that.
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And so as we think about organisational
design and also the broader kind of strategic
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workforce planning and looking at all of the
levers that you have in your toolbox in order
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to optimise your workforce, we need to
really make sure that we’re weighing those
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lever strategies against each other,
thinking about the cost and the time and the
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business and talent implications, thinking
about engagement and inclusion, right, and
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making sure that we’re measuring that as
well as well as that impact to our customers.
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And so the blueprint and part of that
strategic workforce plan is really all about
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organisational design and the spans and
layers and really designing for efficiency.
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And this is often the foundation for all the
other strategies as well, and really making
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sure that we balance that.
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So and we don’t want to start the race
without understanding the landscape.
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So what are those twists and those turns
that you’ll encounter, those slick spots
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along the way, those potholes and of
building out a more efficient plan.
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So keeping that in mind and additionally, we
want to make sure we understand what good
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looks like. That’s important, right?
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Making sure that we’re putting guardrails in
place around those tight curves, using
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guardrails as principles that will guide you
through this work.
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And just to highlight these org design
principles, really making sure that you are
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thinking about fit for purpose.
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Oftentimes when we go into this work with
our internal clients, they’re always asking
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us, What’s that magic number?
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What is the business, you know, trying to
align to and really making sure that you are
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looking at the organisations, you’re looking
at, the work that those leaders are doing and
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their employees are doing, and really making
sure that you’re right, fitting for the work
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that they’re doing.
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And one organisation, you know, may be
thinking about a geolocation strategy and
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requires a completely different structure
than an organisation that may be, you know,
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clustered around well-defined jobs or there
may be a maturity in the market as well where
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an organisation may have smaller teams
because they know that they’re going to be
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building those out. And so really making
sure that you have that clear business
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context and aligning the structure to really
support those strategies.
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Additionally, as we look about kind of the
layers and and the management levels within
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the organisation, typically what we want to
see from a from a layers perspective is our
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senior leaders are going to be at the top of
the house and the largest layer at the bottom
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is really our individual contributors within
the organisation and there’s direct
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correlation within those layers of the
organisation.
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So if you start having a number of very small
teams kind of in the middle, maybe your
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organisation instead of looking at that
optimal kind of.
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Pyramid or half pyramid shape starts to look
like a much longer organisation and really
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asking yourself some of those questions.
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We had a few slides ago around that
optimisation and what does that do to agility
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and communication flow up and down the
organisation if you start getting very long?
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And so really keeping these guiding
principles as you go through this work is is
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definitely important.
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Another element is, of course it’s important
that descriptive statistics are understood by
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our stakeholders and our leaders and making
sure that they have a clear understanding of
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what they’re looking at and how they are
able to interpret the data is definitely
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important. So as we go through this work,
really making sure that you do spend time on
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the education component.
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Of course, you can also use inferential
statistics and methods like cluster analysis
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to understand the components of of team
effectiveness as well.
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And but of course we want to make sure that
we are truly defining those basics so that
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the individuals who are doing the work have
a very clear understanding of what they’re
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looking at as well.
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Also, as we go through this work, looking
and looking at the organisation, connecting
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it to those design principles we talked
about and helping the organisation understand
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maybe our current organisation looks like
org A Right, where how do we compare against
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that optimal shape of that kind of half
pyramid, right.
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And do our layers of the organisation align
with those management levels.
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So here in this particular organisation org
and org be have the exact same number of
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employees, but you see an org where there
may be multiple layers of, of the same
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management level where we have VP’s
reporting to VP’s and directors, reporting to
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directors and maybe we have professionals
that have that are individual contributors,
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leading teams as well.
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And all of a sudden we get that very kind of
elongated organisational structure.
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Whereas if we start to model and we start to
think about optimisation and, and how do we
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build a structure that really does support
agility.
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Here is where we can start looking and
saying, okay, what organisation structure
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might make sense to really support those
business strategies?
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And here we’ve built an example of the same,
the same number of employees, but really
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those that do follow more of those design
principles.
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And then as we go through as well.
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So one of the things that we do is really
start digging into to the data and and really
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measuring the landscape.
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So we’ve done a lot of work in this space to
really build out dashboards that will support
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that diagnostic process.
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And the first look at the organisation is of
course that more of that Vista view where we
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have high level understanding of the
organisation here, we’ve developed kind of a
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one page summary with sensing mechanisms
built in to really help you understand,
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listen, where maybe some opportunities where
you want to dig into the organisation and
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where we might not align with some of those
design principles.
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With that, the next phase is to really dig
into kind of the diagnostic process and start
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looking at the spans of the organisation.
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And here are some great questions you can
ask yourself as you’re doing that work around
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the ratio of small teams within your
organisation, right?
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Do we have a lot of very small teams and low
medium span of control and what might that be
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doing to your organisation?
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Also aligning with with guardrails around
kind of, you know, standard benchmarking and
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guidance around kind of team size for the
type of work that, you know, various
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functions or management levels are doing and
really, really questioning, right?
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Why do we maybe look different and what
would it look like if we optimised digging
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into the layers component as well, looking
at the median span by layers and
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understanding if those management levels
actually follow those layers within the
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organisation? Right.
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What shape do we have and what might that be
doing to some of the things that we talked
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about? And then the other aspect as well is
really looking at internal benchmarking,
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right? So if you have organisations that may
be similar internally within your
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organisation, a sales organisation for
example, where there may be similar types of
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sales that are happening, similar types of
products, and why might they look different
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and start looking at kind of ratios of
leadership and understanding from a
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structural perspective, you know, what might
be optimal or how do we compare against each
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other as well.
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And, and so really, really thinking about
that or looking at organisations that may be
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at similar maturity models as well.
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And then also we want to think about
organisational network analysis.
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So if that structure is efficient, it might
serve leaders well to kind of formalise these
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informal networks rather than structuring
against the grain as well.
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On the other hand, leaders might want to
consciously change and efficient ways of
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working and knowing that the the network,
knowing the network will definitely help
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address that as well.
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And so this is work in our sites.
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Maybe we’ll come back to you next year and
we’ll talk in more detail really about some
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of the network analysis we’ll be doing.
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Great. Thank you, Erica.
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Yes. Yeah.
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Um, this brings us to more thoughts about
who’s doing this work.
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Lots of analyses.
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You know, we know we’ve got the starting
line.
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We’re ready to get going.
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We understand where some of those
opportunities lie.
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We’ve looked at the numbers, but who is
looking at the numbers and what are they
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going to do next? Well, that gets us to our
team.
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So in this case, you can have the greatest
car ever, but if you don’t have the right
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team assembled, you’re going nowhere.
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So let’s talk a little bit about our pit
crew.
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And here we’ve used a RACI.
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This is a pretty traditional framework for
assigning roles.
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You might use something called a rafsky
whatever works for your organisation.
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The point being is that each individual
should be selected based on the kinds of work
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and transitions you want to do and the roles
that exist in your function.
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So I’ll walk you through very quickly.
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Many of you, I’m sure, are familiar with a
with a RACI model, but here I’ve applied it
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to a hypothetical org design initiative.
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So first let’s talk about who’s responsible,
who’s going to execute this task, who’s doing
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the work. And there’s kind of two big bodies
of work in org design.
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One is the planner themselves.
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So the person who is going to be
facilitating those sessions, who’s going to
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be getting those events sequenced and making
sure that they happen, that would be your
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business partner potentially, or a talent
management leader, depending on how you have
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those roles assigned within H.R.
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Of course there’s us, there’s people who have
to bring the data forward.
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You can use train the trainer approach
coaching HR business partners to do this
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analysis. You may have analysts that are
doing analysis for them.
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It is an analysis intensive initiative.
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And so having that analytic support is
absolutely crucial.
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Who is accountable?
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This is the person that’s ultimately
answerable to the completion of this
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initiative and really the decider.
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The buck stops with the business leader.
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And this it makes sense because it’s their
organisation, so they need to approve what
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that structure looks like in terms of who
needs to be consulted.
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You’re going to see in a moment that this is
going to touch a lot of different people.
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Whenever someone has a stake in a change,
those people need to be in that consulted
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bucket. So in this case, it might be HR
leaders, it might be those leaders who are
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going to have a domino effect.
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If we’re going to take one team from one
place, we’re going to move it to another
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place. We need to talk to both leaders, you
know, where those who have those teams.
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And then finally, there’s a group that need
to stay informed here.
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I’ve put those affected C CEOs.
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So, you know, imagine that your total
rewards group needs to think about a
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different reward structure or maybe it’s HR
operations.
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Who actually needs to do the transactions
that will reflect these moves?
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It is also employees, so we can’t always be
entirely transparent as we’re working these
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plans out. But when the time is right,
keeping employees informed is important.
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I’m going to talk about why in just a
minute.
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We also highly recommend that we use a
touchstone model to drive an organisation
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design initiative.
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Here we’ve coupled our RACI with Galbraith’s
star model, so we make sure that our org
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design initiative is holistic in nature and
we are taking a good look at and managing all
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of the components or elements in the
organisation that relate to org design,
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including strategy processes, rewards and
people.
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We’ve also structured our training to
directly address each of those areas in the
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star model while keeping the audience in
mind.
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So if the person is only at is at, say, the
consulting level, they may need to know
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generally what some of this means and those
doing the work, those responsible might need
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to go very deep. This might be a training
workshop to make sure they have the skills
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and capabilities to pull off an org design
initiative.
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So we launched things called playbooks.
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They are modularised so that we can kind of
pull them off the shelf and upskill as
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needed. This is an efficient way of teaching
out this content and really kind of any
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content in your organisation.
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And you can say here that we’ve designed
those modules in accordance with the
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framework that we’ve rolled out.
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So that gets us to a pretty solid plan.
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We got the right people involved and they
know their role and we have a solid
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foundation of what we’re about to do.
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But this is all going to come down to
discussions, facilitated sessions where we
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bring these data to the table and leaders
and their partners make decisions and decide
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what that new normal is going to look like
when it comes to org structure.
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It starts with the stated objectives.
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Early on we said start this with purpose.
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Know what you’re trying to solve for.
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Define those outcomes.
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Those outcomes are going to come into play
right here in the beginning of this
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discussion so we can all align to the
problem we’re trying to solve.
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We’re going to use data because there should
be some data based rationale for why we’re
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endeavouring to change the org design.
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We’re also going to use data when we think
about areas of opportunity and that kind of
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gap analysis, it comes in play there as
well.
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And we’re going to use data to build
different scenarios, maybe put up a couple
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strawman scenarios for people to react to.
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We’ll look at the cost of those designs.
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We’ll look at the pros and cons of those
designs, and that’s going to help move the
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discussion forward.
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Usually it’s HR business partner or talent
management leaders facilitating these design
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sessions with close partnership of their
analyst.
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We’ll finalise that design and then we need
to notify those who are affected through that
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notification process.
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It is intensive change management time, so
we’ll talk about that on the next slide here.
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And after we in while we’re moving through
that change management effort, we’ll be
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measuring the impacts, the progress, looking
for where we might be slipping.
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Maybe we need to do a tweak or an iteration,
and data is going to kind of guide us through
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to that finish line.
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So I can’t say enough that while we’re going
through this reasonably intensive process
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that we watch out for crashes and not only
do we watch out for those crashes, but we
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actually drive into the crash.
350
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And those of you who follow any kind of car
racing know that what we are taught to do is
351
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drive into the crash because there’s so much
kinetic energy surrounding that crash that
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the cars will move by the time you get to
that spot.
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Our point here is that we’re going to lean
into the change management of this, and
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that’s incredibly important because we know
that changing organisational structure,
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changing leadership hierarchies and and and
messing with people’s livelihoods kind of
356
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evoke an emotive response that we want to
pay special attention to.
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It’s scientifically proven that we feel
first and we do it for biological reasons.
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We, if we perceive a threat, say the threat
of losing livelihood, being laid off, of
359
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losing that trusted manager that we’ve
worked with with for so long, perceiving that
360
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threat fires up our amygdala and that signal
goes straight down our spinal column, which
361
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is going to trigger those stress responses
that we’re familiar with, the heartbeat, the,
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you know, sweating and eyes dilated.
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And we’re ready for fight or flight.
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It actually bypasses your cognitive kind of
judgement and thinking.
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That does kick in.
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It just takes longer because your thalamus
is going to take in that sensory information.
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It’s going to travel through your cortex,
through your prefrontal cortex, which is your
368
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executive decision making.
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And then it’s going to say, Now do I need to
still be in fight or flight?
370
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If not, we turn that fight or flight off or
it stays on.
371
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This is something as people involved in this
change, we actually have to actively manage
372
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and think about when we put forward data
that might have hyperbole in it or on
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purpose. We are like motivating our
response.
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There comes with some responsibility in that
we need to pay attention to human’s response
375
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to it and be responsible for that reaction,
because that reaction may take us in a
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direction we don’t want to go.
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This response is evident through the change
curve, and I’m sure you’ve seen something
378
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like this before, but we can manage our
messages through this change curve to help
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people along.
380
00:29:07.070 –> 00:29:10.280
And really we do want to help them along
because it’s going to make for a more
381
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successful initiative.
382
00:29:12.830 –> 00:29:17.360
When we start in the beginning, we might be
sceptical when we learn of maybe a change is
383
00:29:17.360 –> 00:29:19.010
going to come. We think, why is this
necessary?
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00:29:19.970 –> 00:29:25.370
Bringing data based rationale that same
purpose that we all align to in the beginning
385
00:29:25.370 –> 00:29:29.610
of this initiative back to those
stakeholders is important.
386
00:29:29.630 –> 00:29:33.830
Let’s tell them why this is important for
the company and for you.
387
00:29:33.860 –> 00:29:35.900
What’s the personal impact?
388
00:29:36.050 –> 00:29:38.030
What is the personal preparation?
389
00:29:38.030 –> 00:29:39.730
Where do you have control?
390
00:29:39.740 –> 00:29:41.240
How can you prepare?
391
00:29:41.240 –> 00:29:44.720
Having control at work lowers job stress.
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00:29:44.720 –> 00:29:46.100
That’s a fact as well.
393
00:29:46.100 –> 00:29:49.010
So let’s tell them where they can prepare.
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Then we say, Hey, it’s time.
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We’re going to make this transition and
we’re moving through that adoption phase to
396
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realising those gains and data can help us
there as well as we show people the positive
397
00:30:03.440 –> 00:30:05.390
impact of change.
398
00:30:06.650 –> 00:30:13.490
So let’s make sure that we are listening to
employees throughout this change curve so we
399
00:30:13.490 –> 00:30:19.550
can witness and report back on that recovery
after maybe, you know, a little bit of a
400
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jarring experience as things shift around.
401
00:30:23.450 –> 00:30:28.010
Another thing that might help you on your
way is a change model.
402
00:30:28.010 –> 00:30:31.400
You probably have these at your organisation
as well.
403
00:30:31.790 –> 00:30:35.080
Putting one up here just so we can talk
through it.
404
00:30:35.090 –> 00:30:39.200
But again, you’re going to build a case
straight off the, you know, straight out of
405
00:30:39.200 –> 00:30:42.320
the gates and using data.
406
00:30:42.560 –> 00:30:45.470
This case likely will have a message of
urgency.
407
00:30:46.400 –> 00:30:50.300
The vision that you’re trying to accomplish
and the request you’re making of that
408
00:30:50.300 –> 00:30:53.000
audience. It’s going to directly relate to
strategy.
409
00:30:54.230 –> 00:30:59.900
And we’re going to identify those data based
drivers and roadblocks to make sure that the
410
00:30:59.900 –> 00:31:04.430
strategy of this program, of this org design
is set up for success.
411
00:31:04.550 –> 00:31:09.750
We’ll communicate this throughout and be as
transparent as possible.
412
00:31:09.750 –> 00:31:13.530
Now, with some of these things, we need to
kind of stay behind the curtain for a while.
413
00:31:13.530 –> 00:31:17.040
When we can be transparent, we’ll endeavour
to do so.
414
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And then also acknowledging those
development initiatives that come part and
415
00:31:22.830 –> 00:31:24.150
parcel with org design.
416
00:31:24.150 –> 00:31:28.590
As you move things around, you may need to
build a new skill or capability that actually
417
00:31:28.590 –> 00:31:32.610
is also a positive for those employees
undergoing that change.
418
00:31:32.610 –> 00:31:34.110
So make sure to highlight that.
419
00:31:34.110 –> 00:31:36.500
That’s a nice opportunity for career growth.
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00:31:36.510 –> 00:31:40.470
And finally, how are we going to sustain
this change?
421
00:31:40.620 –> 00:31:46.890
Setting our feet down and saying this is how
we operate and measuring the change and the
422
00:31:46.890 –> 00:31:51.150
progress throughout so that people
understand both where they’re at with that
423
00:31:51.150 –> 00:31:54.600
change, but also the benefits we’re
receiving from going through this.
424
00:31:54.600 –> 00:32:00.900
So that is kind of leaning in to that to
that change management effort.
425
00:32:00.900 –> 00:32:04.770
And I’m going to then hand it back to Erica
to round us out here.
426
00:32:05.040 –> 00:32:06.510
Great. Thank you, Brenda.
427
00:32:06.510 –> 00:32:11.550
And I don’t know about you, but I’ve always
wanted to be able to wave the chequered flag.
428
00:32:11.670 –> 00:32:12.150
I know.
429
00:32:13.080 –> 00:32:13.740
Right?
430
00:32:13.740 –> 00:32:15.220
So when does that happen?
431
00:32:15.240 –> 00:32:20.730
Right, exactly. And that’s what I get to do
today is so, um, you know, as we think
432
00:32:20.730 –> 00:32:21.750
through this. Right.
433
00:32:21.990 –> 00:32:28.140
And really, really getting you to the finish
line and being able to wave that checkered
434
00:32:28.140 –> 00:32:36.150
flag. So as we think about that, making sure
that as we as we think about all this work,
435
00:32:36.150 –> 00:32:40.470
we want to make sure that we are measuring
what matters, right as we go through this
436
00:32:40.470 –> 00:32:46.380
process. And Brenda talked a lot about
change and making sure that we are measuring
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00:32:46.380 –> 00:32:52.320
pre during and post as well and really
understanding the employee experience through
438
00:32:52.320 –> 00:32:57.540
that. And if the employee experience is
negatively impacted and if you are doing that
439
00:32:57.540 –> 00:33:02.640
measure and you’re doing it throughout the
process, you have a really good gauge and you
440
00:33:02.640 –> 00:33:05.250
know you’re able to iterate as well.
441
00:33:05.490 –> 00:33:10.140
And Brenda and I have a have a great
experience with this that, you know, with a
442
00:33:10.140 –> 00:33:15.540
past employer, we actually went through an
acquisition that doubled the size of our
443
00:33:15.540 –> 00:33:21.420
organisation and making sure that there was
clear measures through that process where you
444
00:33:21.420 –> 00:33:28.530
were literally integrating two organisations
that were 40 or 50,000 into one single kind
445
00:33:28.530 –> 00:33:30.210
of mega organisation.
446
00:33:30.210 –> 00:33:36.390
And imagine that impact from a cultural
perspective on how each organisation did
447
00:33:36.390 –> 00:33:37.890
business differently.
448
00:33:37.890 –> 00:33:42.960
Really looking at those two organisations
and bringing them together and making sure
449
00:33:42.960 –> 00:33:48.780
that you have that optimised organisation
and understanding the implementation process
450
00:33:48.780 –> 00:33:55.950
as well. And was that organisation fully
implemented at organisational design is a
451
00:33:55.950 –> 00:34:01.170
long term strategy and, and sometimes it
takes a long time to do that full
452
00:34:01.170 –> 00:34:07.560
implementation. So where are you at and how
are you measuring that also to do achieve
453
00:34:07.560 –> 00:34:11.430
those outcomes that you set forth to achieve
through that?
454
00:34:11.430 –> 00:34:16.950
Right? Does your organisation look optimised
or is it optimised to support those business
455
00:34:16.950 –> 00:34:22.320
strategies? Did you see savings along the
way with efficiencies?
456
00:34:22.650 –> 00:34:24.570
And is there better collaboration?
457
00:34:24.570 –> 00:34:30.510
Right. You know, is there more agility
within the organisation to faster decisions?
458
00:34:30.510 –> 00:34:35.010
And was the customer experience improved
throughout that as well?
459
00:34:35.010 –> 00:34:39.690
And then, you know, as Brenda mentioned,
right, she talked about how this is
460
00:34:39.690 –> 00:34:46.530
iterative, looking at what you’ve done from
an organisational design perspective and
461
00:34:46.530 –> 00:34:51.810
really making sure you’re thinking about
kind of that need for iteration or checking
462
00:34:51.810 –> 00:34:57.840
in on it and thinking about things not just
from a structural perspective, but what are
463
00:34:57.840 –> 00:35:01.470
processes, you know, from our experience as
well.
464
00:35:01.680 –> 00:35:06.060
If you bring two really large organisations
together, processes can.
465
00:35:06.090 –> 00:35:11.010
Be very different. Technology constraints
can be there as well, where you may be on
466
00:35:11.010 –> 00:35:13.170
dual systems and how difficult that might
be.
467
00:35:14.070 –> 00:35:20.520
Skills and capabilities both building right
and could be for career development or what
468
00:35:20.520 –> 00:35:26.070
are those things that you need to continue
to grow within the organisation and, and
469
00:35:26.070 –> 00:35:28.200
again, that cultural perspective.
470
00:35:28.240 –> 00:35:32.130
You know, one of the things that’s important
is really making sure that you’re measuring
471
00:35:32.130 –> 00:35:36.630
that organisational health throughout
throughout this process as well.
472
00:35:37.730 –> 00:35:43.610
And then as we think about that continual
iteration, I mentioned it just a little bit,
473
00:35:44.000 –> 00:35:50.150
but really wanting to make sure that it’s
clear that organisational design is truly a
474
00:35:50.150 –> 00:35:51.650
long term strategy.
475
00:35:51.680 –> 00:35:57.320
If we are only focussed on organisational
design because we need, you know, quick top
476
00:35:57.320 –> 00:36:04.460
line efficiencies and really think about
that impact on your employees, your patients,
477
00:36:04.460 –> 00:36:05.510
your customers.
478
00:36:05.510 –> 00:36:10.880
That impact may be very short lived, but
really from a long term perspective, does
479
00:36:10.880 –> 00:36:13.250
that really get you to the strategies that
you need?
480
00:36:13.280 –> 00:36:19.130
Right. And iterating on it when you may have
leadership changes or process or whatever
481
00:36:19.130 –> 00:36:24.170
they may be, But making sure that you’re
checking in, you’re iterating, you’re making
482
00:36:24.170 –> 00:36:30.440
sure that that org design is really kind of
a living and breathing process and thing that
483
00:36:30.440 –> 00:36:34.040
you’re doing to meet those strategic
priorities of the business.
484
00:36:34.040 –> 00:36:43.140
So hopefully that got you to the finish line
and and you have what you need and we are
485
00:36:43.140 –> 00:36:46.860
open now for any questions that you may have
for us.