As 2009 ends we can only begin to assess how the recession of 2008-2009 will reshape our opportunities for the future.

Some trends already underway certainly will be accelerated – such as redefining basic energy and transportation infrastructure along “greener” lines – while other trends have been reversed – e.g. the deregulation of financial instruments.  Key questions remain, such as, will Chrysler and General Motors be able to survive long-term?  Or, how will the impetus for reform in health care play out?

If you are like me you are spending more time than usual these days thinking about fundamental shifts regarding the future and how they will affect your plans.

Do You Have a New Organizational Puzzle?

Many of us are going to have to deal with an entirely new puzzle when it comes to success.  This may require some changes in our organizational planning, too.  If so, you should:

1. Review your strategic planning framework & adjust it to the new reality
2. Start with a “blank slate” regarding your organization
3. Recreate your organizational design structure to meet the challenges of your new strategy

Too often, strategic planning implementation is supposed to be accomplished by an organization that looks exactly like the one that existed before a change.  Starting with a blank slate helps us re-examine the focus areas of the organization from a very high level.

Most businesses have three primary functions:  Sales; Delivery/Operations; Accounting/Administration.  Each primary area of focus within your strategy should have an organizational “home.”

Responsibilities should reside with a single individual for all key strategic initiatives.  Establishing individual responsibility eliminates finger-pointing and provides a single point-of-contact for communication and coordination.  Include in peoples’ responsibilities the requirements for linkages between functions, as necessary.

Your objective is to design an organization that is best equipped to achieve the new strategic plan.

New Piece Placement!

The blank-slate mentality should also apply to people.  The organizational planning steps described above should be done without thinking about who will do what.

Once you have the organization designed THEN you have to figure out how your people fit into the new puzzle.  You should also consider what may be missing in terms of skill or talent.

Here’s where ADVISA’s people expertise becomes especially valuable.  We define each job in terms of the behaviors necessary for success and the resulting target that can be defined using personality assessments.  We then evaluate your current people and, potentially, new candidates, for who fits best.

To facilitate this effort we often employ a “Nine-Box Analysis” – see below.

* Sample Strategy

Each person in the organization is placed in the matrix and as you decide people placement you favor the higher-performance & higher-potential people.  Knowing which questions to ask to define what “favor” means in your company’s culture is a process ADVISA can facilitate.

Those who are in the middle may have training or development needs to move them up or their performance may be adequate in that particular role (it is a rare team that has everybody in the top-performing tiers).  In addition, considerations regarding motivation to improve performance and incentives to retain and realize potential should be included.  People who are low in both areas may need to find opportunities elsewhere.

The evaluation of “potential” in this approach will take into account the organization’s highest-priority needs identified in the new organizational structure, which has been designed to deliver on the new strategy.

By taking this approach you can “solve” the organizational puzzle created by a rapidly-changing economic situation and find the best pieces to fill the spaces.