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New Business Model - New Structure

Organisational Design

Case Studies

The Client:

A large local government organisation implementing a decision to amalgamate two Branches into one new Branch as a significant organisational change.


The Brief:

To recommend to senior management a new Branch structure, functional structure and business model, and provide relevant implementation advice.

The combined new Branch comprised some 250 staff providing a range of customer services in several locations. The previous Branches fulfilled related functions which had been split along 'policy/purchaser' and 'service delivery/provider' lines. The decision to merge the Branches was aimed at integrating these activities.

The client was seeking an objective, independent approach to the review with the consultant advising responsible senior management formed as a Steering Group.


Our Response:

A team of two HR Advantage consultants worked closely with the responsible senior executives through each stage of the project. Our approach involved:

  • Data gathering through document review and consultant facilitated focus groups and structured interviews with key staff and stakeholders
  • Analysis of the existing (outmoded) business model and issues arising
  • Definition of the functional boundaries of the new Branch (which led to some shifts in functions to other parts of the organisation and some functions from other parts moving into the new Branch)
  • Identification of a clearly stated 'new way' of doing business to support changes in the business model and to support a new cohesive culture of 'how we do business'
  • Identification and analysis of key issues and opportunities which we worked through with key senior managers regarding how these would be addressed in establishing the new Branch
  • Consideration and analysis of structural options and the development of a new structure
  • Facilitated key staff workshops to test propositions and implications including the new business model, functional model, and structural options before we finalised our recommendations

The Results:

A new business model was defined, along with a new functional definition of accountabilities for the Branch, a new organisational structure was developed and a cultural ethos defined. There was significant senior management support for our recommendations. Our recommendations were subsequently endorsed for implementation by the Chief Executive.

We provided implementation support beyond the initial project. We facilitated workshops to assist newly appointed managers of newly formed teams to develop detailed team and position level responsibilities. These aimed to articulate new approaches that underpinned the Branch design through to the 'grass roots' team level from the outset.



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