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Organisational Structure Projects
E-Business in a UK clearing Bank
The re-organisation of this national clearing bank into centres of excellence (e.g. call centres, service centres) had been intended to provide a nationwide service. An unexpected consequence was the fracturing of the integrated service previously received through the branch network. An in-depth analysis of the organisational structure of the bank, combined with process mapping using ‘Flowmap’ process mapping software, www.flowmap.com, enabled the creation of mechanisms to re-integrate the service to the customer.
Restructuring IS in a Pharmaceuticals Company
Modelling the parent organisation had shown up gaps between the fit of the IS department to the needs of the business and so led onto this exercise in analysis and redesign of the IS department. The department had been seen as over-centralised, remote and as providing a poor service to its internal customers. Analysis had shown that an even more significant problem was about to hit the department since it was not structured to be able to effectively deliver the big cross-company program changes that were due to be introduced. The restructuring led to a closer identification between IS support teams and their customers, and to an improvement to their capacity to deliver company wide programs effectively.
Safeguarding Growth through the Development of Organisational Relationships and Management Structures
The expansion of this engineering mini-conglomerate from £30m to over £250m left the CEO with a problem. At £30m and nine subsidiaries he knew most of the employees personally. As the company grew by acquisition, he was no longer able to manage through personal relationships and had to increase and improve the organisational relationships and management structures necessary to manage the company. Our consultant helped him design these organisational relationships to supplement his expertise in managing through personal relationships.
Rationalising the Divisional Structure in a Growing Group
This group had grown by acquisition from nine to around thirty subsidiaries. These had been assigned to divisions on a political basis to try and keep the divisions the same size. This complicated the interactions between the subsidiaries both in the market place and between operations. An analysis of market and operational concerns helped in the development of a divisional structure that optimised the co-ordination between the subsidiaries and between the divisions. This helped the divisions to develop coherent strategies that were integrated into an overall group strategy.
Restructuring for Privatisation
A publicly owned research organisation was threatened with major changes as it and its industry moved towards the private sector. Organisational analysis helped the organisation recognise the differences in structure that they needed to operate effectively as an independent business rather than in their traditional role as the intelligence unit for a large public sector body.
Settling the Centralise-Decentralise Debate in a Sales Function
An international materials supplier delivered on a national and local basis. Some contracts could be made to supply nationally and drawn off locally over the period of the contract; others were one off. This mixture of local and global concerns for one function made the issue of centralisation and decentralisation extremely complex. The models developed through an organisational analysis improved the company’s understanding of the important issues. Providing strong integrating mechanisms allowed the company to centralise those aspects that required global consideration whilst leaving local service provision decentralised.
Structural Review in a Large NHS Teaching Hospital
Following a major restructuring, the largest division in this hospital was undergoing problems. These intractable problems were very ill defined, and apparently interlinked. Organisational analysis of the divisional structure of the hospital revealed how a set of systemic problems were disadvantaging this division at both an operational and a strategic level, giving rise to this set of problem symptoms. Using System Dynamics modelling showed the heavily interdependent nature of their most acute organisational problems. An integrated plan was developed to tackle a range of systemic problems in a structured and developmental way.
Restructuring Manufacturing in a Medium Sized Auto-Components Company
Operational failures were not only seriously affecting profitability, but also threatening the viability of this company. Process analysis of work flows and decision-making showed that chronic breakdown of production schedules was due to poor manufacturing structure. Fractal demonstrated the need for and advantages of cellular manufacturing to replace the functional structure. Operational failures were not only seriously affecting profitability, but also threatening the viability of this company. Process analysis of work flows and decision-making showed that chronic breakdown of production schedules was due to poor manufacturing structure. Fractal demonstrated the need for and advantages of cellular manufacturing to replace the functional structure.
Streamlining Order Processing in a Medium Sized Auto-Components Company
This project integrated with the restructuring of manufacturing as phase 2 of an organisational transformation project. Fractal analysed and redesigned order processing using the existing IT package to better effect. By disengaging the business process from the work process, we reduced the number of departments engaged in delivering a typical product order from six departments in nine locations to two departments, and the number of inter-departmental information transfers from sixteen to three.