Almost all change initiatives have some implication for the architecture of an organization, whether limited to reworking role descriptions following a process change or rolling out a whole new operating model to support the merger of two organizations
The processes contained within this best practice area define the implications of the change program for the organization structure, and aligns the organization to the future business processes. It is used as a framework in which specific roles, jobs and teams will be defined. It serves as a basis to define the transition approach to the new organization structure. Culture is simply the expression of the values of an organization, ‘the way we do things around here’, and as such can be the great, intangible ‘something’ that tips the balance of project into success or failure.
Key Change Question:
How should we arrange ourselves – our structure, processes and systems – to support the changed way of working? And what are the values, attitudes and behaviors we want to collectively embody?