📝 How do you setup your organization’s structure and processes? First, don’t make it an after thought. Many leaders will say "I’ll organize people later". The bigger your org gets, the more work there is to unravel everything and assemble it back together in a new way. And by work, I mean change management. It’s not as simple as reorganizing your "chess pieces on the board". And what about your processes? Your processes, your people and your technology are intertwined. Thinking you’ll focus solely on people? Give them confusing, non standardized processes and your people can’t excel. Think of your business as a system whether there is 1 employee or 10,000. Look at your "system" holistically and thrive. 👍 Like to support this

1. Assessment and Analysis: - Conduct a thorough assessment of your client's current organizational structure and processes. - Identify pain points, inefficiencies, and areas that can be improved through AI implementation. - Analyze the existing roles and responsibilities to determine how AI can enhance productivity and streamline operations. 2. Identify AI Opportunities: - Explore various areas within the organization where AI can be implemented effectively. - Identify tasks and processes that can be automated, augmented, or optimized through AI technology. - Prioritize opportunities based on potential impact, feasibility, and resource availability.

1. Understand the client current organisational structure and map out their key processes end to end. 2.once you have clear picture, start developing recommendations for optimisation. 3.then focus on quantifying the benefits

I actually prefer to start with the organization's longer term vision. This includes a review and sometimes also a re-evaluation of the values and mission. Sometimes if you get caught up in discussing the current reality at the outset, it's harder to get into a possibilities mindset when considering the future. Once you have clearly laid out the future vision and why it aligns with the values and mission of the organization, then you can take an inventory of the current reality that will provide a baseline for reverse-engineering a roadmap to achieve the outcome you chose.

I analyze current workflows, identify inefficiencies, and propose tailored changes through collaborative discussions. Implementing modern technologies and providing training ensure a smooth transition, while regular feedback allows for continuous refinement and sustained improvements aligned with the business's evolving needs.

To define the desired outcomes and objectives for your clients' organization and processes, you must put certain core areas into perspective. The goal is to create a shared vision and direction for the future state of the organization and processes.

You need to understand what KIND of business your client wants to build - what is their vision for the future. Because if you don't have a really clear understanding here, you can easily lead them to build a business that they hate. Particularly in the world of service businesses - there's so much flexibility to build viable businesses in so many different ways. Agency model, solopreneur-style, freelancer-model, digital products, group delivery, etc. It's almost limitless. But if you don't know what the end vision is or what their goals are, it's so easy to build the wrong business, build the wrong team, or create a structure that just doesn't fit.

It's not just the financial bottom line and KPI's or dashboard - it's about the vision, the culture and how employees feel valued with a visible path for development to include coaching and mentoring. Those are all desired outcomes along with community outreach and engagement.

Remember to know what the goal is. If the goal is to "maintain standards while reducing complicated workflows", then keep that in mind. Don't start changing things because it looks pretty; your stakeholder wanted something specific. You can promoted additional benefits or efficiencies, but if the stakeholder is asking for a house, don't deliver an RV with full house fixtures on wheels. Always keep the intended result in focus. Don't get caught up in the confetti.

1. People: What will be the people strategy to back up the new organization? 2. Culture: If the current culture may accept the new organizational design? 3. Systems: If the current systems are capable of carrying the load of the new organization, what are the mandatory changes and/or additions to the already used systems? Your answers to the above questions will be your frame to define the outcomes of the new organizational structure. Again your anchor should be "the desired destination of your organization at a specific date/time/period". This will lead you to list down what do you expect from the new organization in order to full fill the future vision of your company.

Probably the most challenging aspect - you want to add value but you don't want to break down something "just because". Say the goal is "better performance management". The existing solution already delivers on that. You can try reducing the steps required to achieve that level of monitoring as a way of adding value (for example), but if you're out of ideas, seek feedback from different stakeholders, find out what people would like to see, and use that as an idea board. Don't be afraid to ask stakeholders (who may NOT be involved with the project but ARE impacted by what you deliver). Seek ideas, give credit, and start working towards them.

Orientando-me pelas relatórios de ferramentas conhecidas como, Canvas, SWOT, EBITDA, missão, visão e valores. Desenho os fluxos de trabalho, metas de investimento e planos de ações.

1) Structure: Consider restructuring options like flattening hierarchies, creating cross-functional teams, or decentralizing decision-making. 2) Processes: Streamline workflows, eliminate redundancies, automate tasks, and implement technology solutions to improve efficiency. 3) Performance: Identify and address performance gaps through training, performance management systems, and incentive programs. 4) Culture: Foster a culture of innovation, collaboration, and continuous improvement through communication, change management, and employee engagement initiatives.

Leverage tools like SWOT analysis and McKinsey's 7-S framework to scrutinize internal facets. Employ process mapping to identify bottlenecks and inefficiencies. Design an integrated solution leveraging Lean Six Sigma principles, ensuring streamlined processes and optimal organizational alignment.

En mi experiencia es importante desarrollar, los arquetipos para conocer por patrones a los clientes, el Costumer Journey para encontrar los puntos de dolor de los stakeholders y el uso del blue print para mejorar los procesos. Estás herramientas permiten conocer mejor al cliente, los procesos y el trayecto del usuario, la idea es simplificar la operación para hacerla eficiente y escalable, que de cara al cliente se mejore la experiencia en el uso del servicio. Hacer estos esfuerzos puedo tomar tiempo, pero los beneficios valen la pena.

A lot of times, implementing change can be quite hectic and time consuming. Monitoring change implementation ensures a smooth and successful transition to the new structure and processes.

Implementing change starts with explaining "the reason and future outcome of the change" to the subject people. Boost internal communication using all possible methods is vital. After that, you need to "recruit" change agents within the organization, form a change team, and deliver change actions through their support.

We all know change is not easy, rapid and fully adopted - it's truly an iterative process with extensive employee engagement, collaboration and communication. Starts top down - easy to say but difficult to truly embrace and implement. There needs to be "boots on the ground" during any implementation - seek out feedback, document issues and rapidly "fix" or address with visible communication. Provide recognition to those contributing and collaborating. Always look back to the last significant change - how well did you achieve the desired results - what did the post implementation diagnostic tell you.

Often, feedback is considered way later than it should be. Always get feedback from a selected few during the process so that corrective action can be taken prior to seeking feedback from a wider audience. Sometimes this focus group may help you, sometimes they may not. But if they turn out to be helpful, you've saved yourself a lot of energy from doing the wrong thing. Ensure you get feedback - in the form of opinions and thoughts - from the end users (not just the project sponsors) keeping the overarching goal in mind.

Implementar as alterações está diretamente ligado às metas projetadas e alinhadas à missão, visão e valores. Sempre parto de um processo de baixa complexidade e vou ajustando com o passar do tempo, se necessário, uso sempre a modelagem de MVP, inclusive para os processos. Todos os kpi’s precisarão robustos para uma melhor analise de performance.

These evaluations can be done using metrics and certain key Performance Indicators in order to assess the effectiveness and efficiency of the new structure and processes, and to identify areas for improvement or adjustment.

To evaluate the results of the reorganization, employ a comprehensive framework: Performance Metrics: Measure KPIs aligned with organizational goals. Stakeholder Feedback: Gather insights through surveys and interviews. Baseline and Target Comparison: Analyze results against pre-defined benchmarks. Deviation Identification: Pinpoint any gaps and deviations for corrective action. Industry Example: In the consumer packaged goods sector, a reorganization focusing on supply chain efficiency can be assessed using metrics like order fulfillment time, inventory turnover, and customer satisfaction. Stakeholder input and baseline/target comparisons will offer a holistic view for continuous improvement.

Always remember what you set out your goals to be. Some aspects may significantly add value; others may not. If you've met your intended goals, that's good. If you're able to compliment it with additional perks, that's nice. If you deliver on the perks without delivering the goals, that's time and money wasted. Know where you were, where you want to be, and the direction you've travelled. Sometimes, you'll be successful; at other times, you'll be taking corrective action.

Após a implementação das estratégias, é essencial avaliar os resultados por meio de testes rigorosos. Isso inclui a análise de eficiência operacional, impacto nos pontos de dor e comparação com indicadores-chave de desempenho. A avaliação iterativa permite ajustes conforme necessário, garantindo alinhamento com as expectativas da empresa. A participação das partes interessadas é crucial para o feedback transparente. Esta etapa assegura a entrega eficaz de valor ao cliente e a otimização contínua das operações.

So often I see founders and CEOs, particularly at early stage businesses, missing this part (or at least not going deep enough). There is so much insight that can be gleamed, even from small data sets. Sometime that data is right in front of you. In other instances, you may need to build structure to collect it. But it's rarely as hard as most make out.

Continuous learning and improvement are crucial for growth. Seek client feedback, analyze data, invest in training, optimize processes, benchmark against industry standards, encourage innovation, foster collaboration, and implement continuous improvement frameworks. These actions lead to enhanced performance, customer satisfaction, and a competitive edge.

The day you stop learning, you start dying. Learning is a continuous process. Learning from the experience of optimizing your clients' organization and processes gives you a better perspective and strategy towards dealing with similar challenges in the future.

Recognizing and valuing the contributions of everyone engaged in improving a client's business and processes is essential for cultivating a culture of learning and enhancement. Practices like regular team acknowledgment, an environment where achievements are celebrated, and offering feedback on individual and group successes. Introducing a peer recognition system to promote collaboration. Conduct post-project reviews to reflect on lessons learned and discuss areas for improvement. This instills a positive culture that prioritizes ongoing learning and inspires the team to consistently elevate their performance.

Consider the business goals and review the current situation. Inquire with teams about what they want to achieve. Ensure your business has the necessary skills. Monitor and improve the performance.

Strive for success, revisit the lessons learned, track progress and hold the gains! While we all like to foster an environment of continuous improvement - everyone needs to take a breath - celebrate the success, insure you have "process control" and the think about the next steps.

Focus your clients’ businesses and most if not all their resources on their most profitable clients over the client lifecycle

Remember the end user keeping in mind the stakeholder's requirements. Unfortunately, if the stakeholder's aims are opposing the end user's usecases, then you either have to get things clarified, or deliver on what the sponsor is asking you to do. Conflict management strategies are a key consideration here, especially when you can stop someone from making a grave blunder. Remember the human element. Sometimes, people forget this very basic thing and need to be reminded. People are more willing to work with those that are intrigued about a way of working rather than those who don't agree with your way of working.

It’s important to understand client goals, objectives,challenges and workflow. It’s required to conduct an analysis, identify bottlenecks and streamline the structure. Fostering clear communication with technology implementation and finally continues assessment to ensure full proof execution.