Post by account_disabled on Jan 3, 2024 1:40:41 GMT -5
During periods of disruption. Tilt the matrix more toward local decision-making. Good organizational design always strikes a balance between centralized and local decision-making. Before the pandemic, companies relied heavily on the ability of senior leaders to travel frequently from national or global headquarters (centralized) to where the work was actually done (local), including meeting directly with customers and suppliers. Current travel restrictions make most trips impossible. Even after formal travel bans are lifted, we expect warnings against non-essential travel to remain in place for a long time. Significantly less travel for senior leaders creates space for other local people and can provide these individuals with development opportunities. There's no need to redesign leaders can better integrate new people into.
Key meetings and decisions while providing expansion opportunities and building bench strength. Make the matrix more oriented toward decentralized decision-making. For some decision-making and organizational processes, it is not enough to rely on local talent to replace senior Job Function Email List leaders who cannot be physically present. These situations require creative thinking; to make the most of current opportunities, tap for people who can make a difference from elsewhere in the organization. Where decisions cross organizational boundaries.
Broadening the scope to include stakeholders from other business units and functions can help break down silos and identify end-to-end process improvements. Accelerate the professional development of leadership personnel. The epidemic has brought a series of activities to the organization, and employees are undertaking a large amount of work at the same time. For some businesses, supply chains have been severely disrupted. Other businesses had their primary revenue strategies disappear overnight and had to quickly pivot to new business models.
Key meetings and decisions while providing expansion opportunities and building bench strength. Make the matrix more oriented toward decentralized decision-making. For some decision-making and organizational processes, it is not enough to rely on local talent to replace senior Job Function Email List leaders who cannot be physically present. These situations require creative thinking; to make the most of current opportunities, tap for people who can make a difference from elsewhere in the organization. Where decisions cross organizational boundaries.
Broadening the scope to include stakeholders from other business units and functions can help break down silos and identify end-to-end process improvements. Accelerate the professional development of leadership personnel. The epidemic has brought a series of activities to the organization, and employees are undertaking a large amount of work at the same time. For some businesses, supply chains have been severely disrupted. Other businesses had their primary revenue strategies disappear overnight and had to quickly pivot to new business models.