Organizzazione Aziendale
Organization Design
Many leaders are rethinking the design of their organizations. They recognize that organization design can be a powerful way to boost performance and keep up with ever-changing markets. Yet many reorganization efforts fail.
More than half of companies in fact rate their reorganization initiatives as “mostly” or “very” unsuccessful. BCG has identified six key factors that distinguished the successes from the failures. Companies that employed these factors have a significantly higher chance of experiencing faster growth and higher profits than their peers:
- Agile ways of working
- A value-adding corporate center
- Clearly delineated profit and loss (P&L) responsibilities
- A flat management structure with a strong frontline focus
- Effective use of shared services
- Strong support for people and collaboration
BCG incorporated these success factors into our award-winning approach to organization design.
Leadership and Talent
Most efforts at developing leaders and talent fail, yet the need for exceptional leadership at all levels has never been clearer. It is only by tightly linking leadership and talent development to value creation that companies drive sustainable superior business performance.
Today’s business context—marked by globalization, more and varied stakeholders, and economic, political, and social instability—presents unprecedented complexity. The need for strong leadership and talent has never been greater than it is today, driving the need to focus on:
- Recruiting and retaining leaders and talent amid a growing global talent shortage
- Maintaining a robust pipeline of strong leaders and talent to drive strategic objectives
- Ensuring that workforces and leaders have the necessary skills and capabilities to drive business impact
Yet most organizations lack this focus, making the problem both ongoing and systemic. In an annual global survey conducted over the last eight years, “managing talent” and “improving leadership development” have consistently remained in the red zone of future importance and low current capability.
To address these challenges, companies are investing in suboptimal leadership development and talent programs. The programs often focus on certifications versus learning. They take place outside of day-to-day business, are disconnected from companies’ strategic business priorities, and often are not harmonized with one another or with companies’ talent systems. This approach is both resource-intensive and value-draining—and leaves companies no better able to achieve strategic business objectives.
Human Resources
Excellent people operations dramatically improve a company’s overall performance.
Human resources has long been evolving beyond its traditional—and outdated—role as a mere processor of administrative transactions. Today, HR is usually viewed as a strategic partner to the business. The intensity of competition and the pace of change demand that the HR function fulfill this mandate. HR leaders need a clear view of their current capabilities, a set of clear priorities linked to the business strategy, and a targeted approach to improve the most urgent problem areas.
To achieve these objectives, company leaders need to take a far more nuanced view of HR and its underlying activities. The HR function can be broken down into 27 constituent areas, ranging from leadership and talent management to strategic workforce planning, employer branding, social media, and diversity management. In each area, it is critical not only to realistically assess a company’s current capabilities—but also to understand the degree to which that activity will become important in the future. Using this insight, companies can specifically invest to improve the areas that matter most.