Hierarchical, flat, matrixed, centralized, de-centralized, federated, functional, divisional, network, CoPs, CoEs….and on and on. There are a plethora of organizational concepts, structures, and types. Which one is best? Which one is right?

Well, the answer depends entirely on what your vision and strategy is, what your capabilities are, and what performance outcomes you expect. Organizational design is about structuring ways of working that enable and accelerate achievement of performance outcomes and results. It is not a starting point; it is not a hammer to drive various organizational nails. Org design is what optimizes the performance architecture.

Optimize – ‘to make as effective or useful as possible’ – a critical aspect of the path to extraordinary performance. Probably some of the most uncomfortable work because it’s often where the realization occurs that it’s necessary to relinquish levels of control and decision-making, allow for intelligent failure, and actively demonstrate development and accountability.

Think about what is truly required to link people, process, and technology, to be agile and responsive, to behave transparently, to empower others, to continually improve. This is not bush-league antics, this is not putting a band-aid on a gaping wound, this is not taking a pill to lose weight……this is an integrated approach to organizational health. It will be painful, frustrating, and difficult. It will also be transformative and invaluable when it’s accomplished in service to strategy.

PDG puts a little grit in our approach to drive optimization. We hold up that mirror and ask the tough questions, we give that “best friend” advice when necessary, and we see through the mask of ‘good enough’ to spur the courage and vulnerability to test, fail, and adjust as a means to learn.