Organisational Advisory
When what the organisation needs to deliver changes, its current configuration may no longer be enough.
Changes in strategic direction, funding, scale or delivery requirements can alter what the organisation needs to achieve and how it needs to operate. Structures, responsibilities, workforce arrangements and capabilities that were appropriate for an earlier period may no longer provide what delivery now requires.
The consequences are not always visible in the organisation chart. They may appear in slower decisions, unclear accountability, uneven capacity, duplicated responsibilities, gaps between functions, or increasing dependence on a small number of critical roles.
Leadership therefore needs to determine what has changed, where the organisation is no longer aligned with what it must deliver, and what response the circumstances require.
Corporate Synergy provides independent organisational advice on those decisions across organisation design and operating model, functional and operational effectiveness, organisational capability and workforce planning.
Where leadership needs an organisational decision
The appropriate focus depends on what leadership needs to establish. The issue may concern the organisation as a whole, a defined function or operation, the capabilities required for delivery, or the workforce needed to support them.
The four areas can be commissioned independently. They can also be combined where their implications are connected.
Organisation Design and Operating Model
Is the organisation configured to support its strategic direction, and if not, what should change?
Changes in strategy, scale, funding or delivery requirements can leave an organisation operating within a structure shaped by earlier priorities. Responsibilities may no longer sit where they need to, decision authority may not support effective execution, or the way work is organised may no longer reflect what the organisation needs to deliver.
Organisation Design and Operating Model determines whether the organisation remains appropriately configured and, where change is required, how structure, responsibilities, authority and organisational relationships should be designed to support its strategic direction.
Functional & Operational Review
Does a function, regional unit or operation remain fit for its purpose?
Not every organisational concern requires an organisation wide response. A function, regional unit, field operation or other defined part of the organisation may face pressures arising from changing responsibilities, uneven capacity, unclear accountability or evolving delivery requirements.
A Functional & Operational Review determines whether the concern is contained within the defined area or whether its implications extend beyond it, and what needs to change as a result.
Organisational Capability
Does the organisation have the capabilities required to deliver its strategic direction?
Strategic priorities may require capabilities that are underdeveloped, concentrated in too few areas or not sufficiently established within the organisation.
Organisational Capability helps leadership determine which capabilities are critical to delivery, where material gaps exist and what needs to change to strengthen them.
Workforce Planning
Does the organisation have the workforce capacity, skills and critical roles required for what it needs to deliver?
Changes in priorities, scale, geography or delivery requirements can alter the workforce required. Capacity may be unevenly distributed, critical skills may be scarce, or important roles may depend on too few people.
Workforce Planning helps leadership determine the workforce capacity, skills and critical roles required and the changes needed to support future requirements.
Connected decisions
Structure, workforce and organisational capability rarely operate independently.
A change in structure can alter workforce requirements. Workforce choices can expose capability gaps. Capability constraints can affect whether a proposed operating model is realistic. A decision concerning one part of the organisation can therefore have consequences elsewhere.
Corporate Synergy considers those implications together where they matter to the decision leadership needs to make.
When the organisation needs to change, the first question is whether its structure, workforce and capability remain aligned with strategic direction.