Organizational change

Business Strategy
1

An organization is trying to redo their operations team alignment to revamp their outlook as an advisor to senior leadership rather than operations execution team. They want to create a tiered level support system and bring pace to outcomes. What should be their design thinking and design strategy?

2

Design Thinking:

  • Understand the organization’s current operations and alignment structure.
  • Identify the gaps in the current structure and align them with the desired outcome.
  • Involve key stakeholders, including senior leadership, in the process to gather insights and understand their expectations from the new structure.
  • Conduct research and benchmarking to gather best practices from similar organizations.
  • Create prototypes and test them to validate the effectiveness of the new structure and gather feedback for improvement.
  • Use a human-centred approach and focus on creating a positive user experience for the operations team.

Design Strategy:

  • Develop a clear and concise vision for the new operations team alignment.
  • Define the roles and responsibilities for each tier of support in the new structure.
  • Establish a communication and reporting framework to ensure alignment and transparency across all levels.
  • Provide proper training and resources for the operations team to handle their new role as advisors.
  • Develop a performance measurement system to track the impact and success of the new structure.
  • Continuously gather feedback and make adjustments as needed for continuous improvement.

Disclaimer: This is an AI-generated response from Strivo.ai. For deeper insights and real-world perspectives, refer to the expert opinions below. You can also use the Summary feature to compile AI and expert insights into a structured overview.

3

Hi Gaurav!

As a CX Startegy Consultant, the above points seem quite relevant. I would also like to add my two cents here:

In cases like these- you need to think from an Operating model point of view. Now an operationg model has largerly three pillars - People, Process and Technology and at times Data.

See where do you lack here? In order to become an advisor- do you need to redefine People structure - realiagn or hire folks who have experience in advising CXOs of large organizations or you need to redefine or streamline the process of work coming along your way from the Executives.

Start thinking on these lines, you can find a ton of content on the internet. The simplest step is to understand - where do you stand now, what are the pain points or gaps; and what is the target Op Model design do you envision for your team.

Then look for solutions on how to bridge a gap. Have a vision that is concrete and achievable, break down your goals into actions that can be done over a period of a quarter, half yearly or a year.

If you are leading a huge team, you can also hire an external advisor - Big3s, Big 4s, Accenture Strategy or frog Capgemini Invent, etc. These firms have experience and nuanced industry solutions to cater to your problem.

Hope this helps! :slight_smile: