Services
Design organisational systems that drive performance
System design
Organisations, in their pursuit of delivering on their strategy, establish work practices and processes (or systems) that guide or inform what work gets done in what way, by whom. Some examples of work systems are those that:
Find customers (or employees)
Procure materials from suppliers
Produce products
Deliver products or services to customers, and
Create operational or financial reports.
The effectiveness and efficiency of these systems of work influence the extent to which organisations deliver on their intended strategy. Regardless of the complexity of a business, there are many interdependent work systems in place, and they are rarely static. Therefore, a leader must be skilled in shaping and evolving systems of work – for the benefit of customers, employees and stakeholders – in a way that new practices 'stick' for as long as relevant.
Details
Endorsed or authorised systems of work often fail to reflect the real workflows. Over time, we create workarounds, shortcuts and informal practices. We make assumptions. Working relationships between those doing the work are established, fragmented and repaired. These patterns can be both dysfunctional and constructive.
There are a myriad of reasons for the disconnection between the formal (or authorised) and informal (actual) systems. What is consistent is that this disconnect is typically experienced as discomfort and 'noise’. The consequence is wasted effort, frustrated and exhausted employees, and sub-par results.
Solution
Perspectiva works with clients to co-design and evolve organisational systems so the practices and the roles are made explicit and integrated. We work with a range of approaches and tools (such as personas, process design and blueprinting). We use the process to teach people how to marry up the explicit and implicit, so they can continue to shape systems as context and roles adapt.
We know that the design of work systems must involve those who are doing (or will do) the work as:
They bring unique and critical insights on the existing practices, processes and experience
The design process is a form of ‘contracting’ for how the work will be performed in future
Value is best defined by the (internal or external) user or customer
The ‘what’ does not require an understanding of ‘why’ – in exploring ‘what’ currently happens, we uncover assumptions rather than assign blame
Agreeing role relationships (the give and take) is the most significant predictor of successful design and implementation.