STRATEGY & ORGANISATION DESIGN

A practical and effective strategic plan that can be readily understood by all stakeholders is fundamental to the sustainable success of any organisation. In its simplest form, it is a high-level plan to achieve one or more goals under conditions of uncertainty.

As disciples of Porter and Christensen, Galbraith & Co adopt a highly structured yet flexible methodology when engaged to develop medium to long-term strategic plans or organisation designs.

A strategy is important because the resources available to achieve these goals are usually limited. Strategy generally involves setting goals, determining actions to achieve the goals, and mobilizing resources to execute the actions. A strategy describes how goals will be achieved utilising the means available.

A good strategic plan typically involves two major processes: formulation and implementation.

  • Formulation involves analyzing the environment or situation, making a diagnosis, and developing guiding policies. It includes such activities as strategic planning and strategic thinking.
  • Implementation refers to the action plans taken to achieve the goals established by the guiding policy.

Strategy depends upon the ability to foresee future consequences of present initiatives. The basic requirements for strategy development include:

  • Extensive knowledge about the prevailing and medium to long-term environment, market and competitors;
  • Ability to examine this knowledge as an interactive dynamic system; and
  • Imagination and logic to choose between specific alternatives.

As with strategy, an effective organisation design is fundamental to the sustainable success of any organisation.

Although every company is different, and there is no set formula for determining an appropriate organization design, Galbraith & Co.adopt a number of guiding principles when engaged to develop an organisation design. These fundamental principles point the way for leaders whose evolving strategies require an evolved organisation to deliver on the strategy.

  • Declare amnesty for the past,
  • Use existing DNA.
  • Fix the structure last, not first.
  • Make the most of top talent.
  • Focus on what you can control.
  • Promote accountability.
  • Benchmark sparingly,
  • Structure for strategy.
  • Accentuate the informal.
  • Build on your strengths.

Galbraith & Co. are accomplished in all these aspects of strategic planning and organisational design. We aspire to deliver pragmatic and effective plans that can be readily understood and acted upon by all stakeholders.

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