Designing Fit for Purpose Organisations : A Comprehensive, Integrated Route Map.

Front Cover -- Title Page -- ENDORSEMENTS -- Copyright -- Full Title Page -- ACKNOWLEDGEMENTS -- SHORT TABLE OF CONTENTS -- EXTENDED TABLE OF CONTENTS -- ABOUT THE AUTHOR -- CHAPTER 1: SETTING THE SCENE -- Purpose -- Unique value-add -- Foundations -- Themes covered -- Target audience -- Conventions followed -- Conclusion -- CHAPTER 2: ENGAGING WITH ORGANISATIONAL DESIGN -- Why has Organisational Design become a mission-critical organisational discipline? -- Defining Organisational Design -- Overall purpose and objectives of Organisational Design -- Dispelling the common myths about Organisational Design -- Expected benefits of a fit-for-purpose Design -- Conclusion -- Endnotes -- CHAPTER 3: VOCABULARY AND LANGUAGE OF ORGANISATIONAL DESIGN -- Theoretical Lenses to frame the Organisational DesignDiscourse -- Positioning Design within the Organisational Landscape -- Levels and dimensions of Organisational Design -- Basic building blocks of Organisational Design -- Generic Organisational Design process -- Location of Organisational Design within the organisation -- Key questions to interrogate the fitness-of-purpose of a craftedOrganisational Design -- Conclusion -- Endnotes -- CHPATER 4: HIGH LEVEL OVERVIEW OF THE ORGANISATIONAL DESIGN PROCESS AS AN ORGANISATIONAL INTERVENTION -- Phase 1: Recognise the need for an Organisational (re)Design -- Phase 2: Scope and set up the OD assignment -- Phase 3: Craft a fit-for-purpose OD solution -- Phase 4: Implement the signed-off OD solution and assess itsvalue-add -- Phase 5: Close out -- Conclusion -- Endnotes -- CHAPTER 5: STRATEGIC ORGANISATIONALDESIGN -- Step A.0: Profile of Organisation - Nature of the organisation -- Step A.1: Foundation Construction -- Step A.1.1: Profile Organisational Context -- Step A.1.2: Map Work Processes -- Step A.1.3: Determine Core Operating Technology with Enablers.

Step A.1.4: Identify Design Givens -- Step A.1.5: Formulate Design Criteria with Design Vision -- Step A.1.6: Diagnose Existing Design - Strengths and Weaknesses -- Conclusion -- Endnotes -- CHAPTER 6: STRATEGIC ORGANISATIONALDESIGN -- Step A.2: Strategic Horizontal Design - Rooms making up theHouse -- Step A.2.1: Group Work Processes into Work Units -- Step A.2.2: Configure Work Units into an Organisational Shape -- Step A.2.3: Ensure single accountabilities for the organisation's crownjewels -- Step A.2.4: Identify possible opportunities for Organisational Partnering -- Conclusion -- Endnotes -- CHAPTER 7: STRATEGIC ORGANISATIONALDESIGN -- Step A.3: Strategic Vertical Design -- Step A.3.1: Decide on the requisite Level of Work for the organisationoverall -- Step A.3.2: Architect the House Ownership Model -- Step A.3.3: Allocate the requisite Level of Work to each Work Unit -- Step A.3.4: Identify the mission-critical Work Roles at the Work UnitLeadership Level and generate high level Role Profiles -- Step A.4: Strategic Lateral Design -- Step A.4.1: Construct an Interdependency Matrix for the respectiveWork Units/Roles in order to determine their interdependencies -- Step A.4.2: Decide on the most appropriate Integration Mechanismsto link Work Units, individually and as a whole, in order to create astrategically integrated thrust and synergy for the organisation -- Step A.4.3: Set up the Governance Model for the design -- Conclusion -- Endnotes -- CHAPTER 8: STRATEGIC ORGANISATIONALDESIGN -- Step A.5: Generate the Integrated Strategic Design and Charter -- Step A.6: Ensure Strategic Organisational Alignment -- Step A.7: Conduct a Strategic Design Impact Assessment: 'As-Is'vs. 'To-Be' Designs -- Step A.8: Craft a Strategic Design Implementation Road Map -- Step A.9: Compile a Strategic Design Solution Report -- Step A.10: Implement Strategic Design.

Conclusion -- Endnotes -- CHAPTER 9: TACTICAL ORGANISATIONALDESIGN -- Tactical Design of the Board of Directors -- Tactical Design of the Corporate Centre -- Tactical Design of Operating Units -- Tactical Design of Delivery Enabling Units: Purchasing and Supply Management as Illustration -- Tactical Design of Support Work Units: The People Function as Illustration -- Tactical Design Enabling/Support Units: High level Examplesof Finance, Information Technology, Corporate University and Academic University Information Services -- Conclusion -- Endnotes -- CHAPTER 10: OPERATIONAL ORGANISATIONAL DESIGN -- Brief History of Operational Design -- Step C.1: Identify Operational Design Givens -- Step C.2: Operational Design Framework -- Step C.3: Current Design - Strengths and Weaknesses -- Step C.4: Work Team Design -- Step C.5: Work Role Design -- Step C.6: Generate Competency Profiles -- Step C.7: Construct Evolving Phases of increasing Work Team/Work Role autonomy -- Steps C.8: Map Integrated Operational Design to C.13:Implement Operational Design -- Conclusion -- Endnotes -- CHAPTER 11: IMAGING THE ORGANISATION OF THE FUTURE FOR THE FUTURE -- Expected Forces of Change going into the future -- Imperative of relentless, ongoing, disruptive innovation accompanied by continuous deep learning -- Appropriate Vantage Point from which to the view the organisation in the emerging new order -- Design Criteria and Vision for the future-fit organisation -- General shift in Organisational Design: From Commandand-and-Control to the High Network/High Engagement/HighResponsible Organisational Shape -- DNA of High Network/High Engagement/High Responsible Teaming Organisational Shape: Specific Design Criteria -- Forms of Teaming making up the Future-fit Teaming Organisation -- Integrated Future-fit Teaming Organisational Design: Horizontal and Vertical Designs.

Making the future-fit Teaming Organisation work: Lateral Design -- Organisational Landscape Alignments required by the future-fit Teaming Organisational Design -- Organisational Charter of the Future-fit Teaming Organisation -- Conclusion -- CHAPTER 12: TURNING ORGANISATIONAL DESIGN INTO A TRULY MISSION-CRITICAL ORGANISATIONAL DISCIPLINE -- 'Where' Critical Success Factors -- 'Why' and 'Whereto' Critical Success Factors -- 'When' Critical Success Factors -- 'Who' Critical Success Factors -- 'What' Critical Success Factors -- 'How' Critical Success Factors -- OD Maturity Curve -- Conclusion -- Endnotes -- APPENDICES -- Appendix A: Glossary of Key Organisational Design Terms -- Appendix B: Design Templates -- DESIGN TEMPLATE 1: OD BUSINESS CASE -- DESIGN TEMPLATE 2: OD READINESS ASSESSMENT -- DESIGN TEMPLATE 3: STRATEGIC DESIGN - WORK ROLE -- DESIGN TEMPLATE 5: STRATEGIC DESIGN GOVERNANCE MODEL -- DESIGN TEMPLATE 6: STRATEGIC ORGANISATIONAL ALIGNMENT -- DESIGN TEMPLATE 7: STRATEGIC DESIGN IMPACT ASSESSMENT -- DESIGN TEMPLATE 8: STRATEGIC DESIGN ROLL OUT STRATEGY AND PLAN -- TEMPLATE 9: STRATEGIC DESIGN CHANGE NAVIGATION STRATEGY AND PLAN -- TEMPLATE 10: TACTICAL DESIGN - OPERATING WORK UNIT PROFILE -- DESIGN TEMPLATE 11: TACTICAL DESIGN - INTEGRATED OPERATING WORK UNIT MAP -- DESIGN TEMPLATE 12: OPERATIONAL DESIGN - WORK TEAM PROFILE -- DESIGN TEMPLATE 13: OPERATIONAL DESIGN - INTEGRATED WORK TEAM DESIGN MAP -- DESIGN TEMPLATE 14: WORK ROLE PROFILE -- DESIGN TEMPLATE 15: TASK MATRIX - OPERATING TASKS -- DESIGN TEMPLATE 16: TASK MATRIX - LEADERSHIP TASKS -- DESIGN TEMPLATE 17: INTEGRATED WORK ROLE PROFILE -- DESIGN TEMPLATE 18: WORK TEAM/ROLE - EVOLUTION STAGES OF INCREASING AUTONOMY -- DESIGN TEMPLATE 19: OPERATIONAL DESIGN IMPACT ASSESSMENT -- Appendix C: Programme Templates -- PROGRAMME TEMPLATE 1: TEAMING &amp -- ALIGNMENT DESIGN WORKSHOP PROGRAMME.

PROGRAMME TEMPLATE 2: STRAW MODEL STRATEGIC DESIGN WORKSHOP -- PROGRAMME TEMPLATE 3: STRATEGIC CO-DESIGN WORKSHOPS -- PROGRAMME TEMPLATE 4: STRAW MODEL, TACTICAL DESIGN WORKSHOP -- PROGRAMME TEMPLATE 5: TACTICAL CO-DESIGN WORKSHOPS -- PROGRAMME TEMPLATE 6: STRAW MODEL OPERATIONAL DESIGN WORKSHOP -- PROGRAMME TEMPLATE 7: OPERATIONAL CO-DESIGN WORKSHOPS -- APPENDIX D: REPORT TEMPLATES -- REPORT TEMPLATE 1: STRATEGIC DESIGN SOLUTION -- REPORT TEMPLATE 2: BOARD DESIGN SOLUTION -- REPORT TEMPLATE 3: CORPORATE CENTRE DESIGN SOLUTION -- REPORT TEMPLATE 4: TACTICAL OPERATIONAL, ENABLING OR SUPPORT UNIT DESIGN SOLUTION -- REPORT TEMPLATE 5: OPERATIONAL DESIGN SOLUTION - WORK TEAMS AND/OR WORK ROLES -- REFERENCES -- INDEX -- Back Cover.

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