Unpacking organizations: the practitioner's podcast

Every organization today works in some form of matrix structure. It is an essential construct to navigate organizational complexities and foster collaboration. That said, how many dimensions of solid and dotted line are actually needed and why?

The first rule of successful org design is to sperate out people and positions. But there is another consideration that is equally critical – differentiate between roles and positions. Why is it so important for org design and workforce planning?

Let’s not use them interchangeably, please. Org capability is what organizations have as combination of people, systems and processes. Skill is what you can do, competency is how to apply those skills in the work.

What do you do? What work does your team do? How does the work help create business outcomes? Do you enjoy doing the work? Should you even be doing this work? Answers to these questions provide us an understanding of how we create business impact and how we make decisions around workforce planning. Ask these questions as part of your quarterly business review and link it to the HR processes.

What does org design even mean? Is it about changing the operating model or is it about tweaking the work on an ongoing basis? What design action is right for your organization? Tune in to discuss what is most relevant for your organizational and business needs – is it heart surgery or joining the gym?

When we think about HR, we intuitively think about compensation, talent management, recruitment, etc. Rarely does OP&A pop up in our minds. Organizational planning and analysis is a critical capability for the organizations to be forward-looking in solving for questions like are we doing the right work, do we have the right organizational system, what are the talent and skill demands of the fu...