Deciding on structural options - four approaches from four projects

Patrick Hoverstadt
07 April 2014

Chair of SCiO, Patrick has worked as a consultant since 1995 with organisations in both the private and public sector, mainly on issues to do with organisational structure and change. He specialises in using systems approaches for analysing and designing organisations and work processes. Patrick is a specialist in working with very large complex organisations including whole sectors. He has developed methodologies for many difficult business problems, and has worked on many restructuring projects, analysing structural weaknesses, designing appropriate solutions and practical change plans. Patrick ran an engineering business for 13 years before becoming a consultant. He has written numerous research papers, is a regular keynote speaker at conferences, has contributed to several books on systems, organisation and management and is the author of a book on organisation published by Wiley in 2008. He is a Visiting Research Fellow at Cranfield School of Management.

Deciding on structural options: four approaches from four projects.

One of the perennial issues in using VSM for organisational diagnosis and more acutely for organisational design, is deciding on the relative merits of different options for unfolding the operating structure. In diagnosis, its often one of the most important points to work out whether a different operating structure would offer significant benefits and in any design that goes beyond just tweaking an existing structure, working out the operating structure is the foundation on which the rest of the structure is built. This talk will look at four organisational redesign projects and the different approaches used to work through this problem. We will talk about the reasons for picking different design processes with different clients and relative benefits and issues with each.