The problems with the business structure are one of the hardest to identify. When the balance sheet turns red, there are multiple possible explanations, related to either external impacts (e.g. demand changes or competitor actions), issues with internal processes, or both.
Even when the management is aware of problems typically associated with business structure, like departmental conflicts, inconsistencies in departments’ performance, repeated miscommunications, and underutilized human potential, these issues may be often attributed to a human, rather than organizational factors.
However, we found a better way than replacing managers one-by-one or in batches.
How do we help our clients?
Observe, adapt, overcome
We start by identifying strategic decisions and mapping them across the whole process structure. An end-to-end, cross-departmental decision map is a great starting point for capability modeling, the workhorse of a modern enterprise architecture design process.
Overlaying interconnected decision-driven business capabilities onto organizational charts allows our clients to quickly identify chokepoints and overlaps in responsibility areas of different departments.
A further increase in overall efficiency can be observed if the streamlined organizational map is aligned to data and information flows, which we are able to construct using algorithmic analytics of communication, escalation, and reporting chains.
Clearly defined capabilities and responsibilities enable the development of a decision-focused data-driven reporting structure. It ensures reports passed up the chain change the granularity, but are not oversimplified, misinterpreted, or worse, straight manipulated.
Well defined, transparent, and reliable working environment allows our clients to focus on market challenges and new opportunities.
Architecture enables you to accommodate complexity and change. If you don't have Enterprise Architecture, your enterprise is not going to be viable in an increasingly complex and changing external environment.