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Breathe. exposure appreciation provocation. Organisation Design – a lost HR capability?. Ed Griffin Breathe Partnership. Purpose of the workshop. To introduce the field of Organisation Design and some key considerations when looking at design projects. Master class overview.

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exposure appreciation provocation

purpose of the workshop
Purpose of the workshop
  • To introduce the field of Organisation Design and some key considerations when looking at design projects.
master class overview
Master class overview
  • An overview of Organisation Design
  • Complex Adaptive/Evolving Systems – the challenge of organising people!
  • Diagnosing organisational health – the need to re-design or not
  • Constraints & enablers of design work – learning to work with what you’ve got
organisation design
Organisation Design
  • “…translating strategy into the work people do,
    • through structures, processes, systems, physical space & jobs”


… a dynamic, evolving series of relationships, engagements, activities & projects

complex adaptive evolving systems
Complex Adaptive/Evolving Systems
  • Some things have a way of organising themselves and some present a greater challenge!
what are the drivers for organisation design in your world
What are the drivers for Organisation Design in your world?
  • Change of government
  • Change of Secretary of State!
  • Change of policy
  • Competition
  • Collaboration
  • Improved Efficiency
  • Improved patient experience
  • Survival rates
  • Infection levels
  • Care Quality Commission/Monitor
  • Mid-Staffs?
  • Medical revalidation?
so how do you design for
So how do you design for …
  • Efficiency
  • Effectiveness
  • Agility
  • Resilience

… and your patients?

the levels of work model
The “Levels of Work” model
  • This ‘model’ or ‘framework’ suggests that all organised work falls into a hierarchy of discrete levels of accountability, challenge and decision-making complexity and discretion.
  • It also relies upon the idea that work at the different ‘levels’ adds value across different ‘time horizons’.

Based on the work of Elliot Jaques

complexity time horizons value
Complexity, time horizons & value
  • The work involved at ‘Level 1’ is often routine and repetitive, with limited scope for individual discretion. Any decisions that are made will tend to be short-term and reactive in nature.
  • The work at ‘Level 2’ involves more complexity. It may include responsibility for managing people working at ‘Level 1’, as well as responding to changing situations and planning the short-term use of resources in order to 1.) maintain service to customers and 2.) control costs.
complexity time horizons value1
Complexity, time horizons & value
  • The work at ‘Level 3’ tends to combine an attention to current activity with an interest in continuously improving processes and systems. Good performance at this level minimises ‘fire-fighting’ and aims to maximise output quality.
  • The work at ‘Level 4’ would tend to focus upon positioning a business for the next 3 – 5 years, and managing the change and the continuity which that requires. At this level there is considerable scope for individual discretion as well as a constant need to deal with complexity.
complexity time horizons value2
Complexity, time horizons & value
  • The work at ‘Level 5’ is concerned with strategic intent. It involves choosing and creating the product/market portfolio, foreseeing future trends in the industry and identifying new opportunities for entry, growth and exit. The timeframe is from ‘now’ to maybe ‘ten years from now’.
  • The work at ‘Level 6’ is all about nurturing, sustaining and enriching the goodwill that generates confidence in all stakeholders. It involves the fostering of relationships between the organisation and the wider community in which it operates (and wishes to continue operating) for the next twenty years.
burke litwin model

External Environment

Mission and Strategy

Organisation Culture


Management Practices


Systems and Processes

Work Unit Climate


Task Requirements & Individual Skills and Abilities

Individual Needs and Values

Individual and Organisational Performance

Burke-Litwin Model

Transformational Factors

Transactional Factors

Burke and Litwin, A Causal Model of Organisation Performance and Change, Journal of Management, Vol 18, No 3 (1992), pp 523-545

a simple practical mindset
A simple, practical mindset

“To be”

“As is”

constraints enablers to design
Constraints & Enablers to Design
  • Leaders!
  • Technology
  • Locations & layout
  • Accounting systems
  • Budget
  • Headcount
  • Legislation
  • Stakeholders
thank you

Thank you

Ed Griffin