Data-driven organization design delivering perpetual performance gains through the organizational system

Cover
Contents
About the author
A note on the second edition
Foreword
Acknowledgements
PART ONE Introduction
	1.1 Data-driven organization design
		The path to fearless performance design
		The core beliefs of data-driven organization design
		How this book will help you
		Structure of the book
		Final thoughts
		Notes
	1.2 Challenges
		Introduction
		Eight common challenges in organization design
		Final thoughts
		Notes
	1.3 Core foundations and methods
		Introduction
		Foundation 1: The organization is a system
		Foundation 2: Organizational data is hierarchical
		Foundation 3: Organizational data is messy (fragmented and incomplete, constantly changing and connected in complex ways)
		Applying the foundations in practice
		Method 1: Connect the moving system
		Method 2: Create hierarchical data structures
		Method 3: Visualize to analyse and tell stories
		Final thoughts
		Notes
	1.4 The data goldmine
		Introduction
		Data blockers and myths
		Understanding the different types of data
		Building the data model – get ready to wrangle
		Final thoughts
		Notes
PART TWO Macro operating design
	2.1 Introduction
		Macro operating design in practice
		Structure and logic for Part Two
	2.2 Articulating your strategy and setting your design principles and criteria
		Introduction
		Stage 1: Articulating your strategy
		Building the case for change
		Constraints and risks
		Stage 2: Setting the design principles and criteria
		Final thoughts
		Notes
	2.3 Structural options and business case
		Introduction
		Stage 3: Listing potential models and mapping those to the value chain
		Stage 4: Selecting a model and creating a business case
		Final thoughts
		Notes
PART THREE Micro detailed design
	3.1 Introduction
		Structure and logic for Part Three
	3.2 Role design
		Introduction
		Roles, positions, people (RPP): understand the difference
		What is role design?
		The role grid
		Levels of work
		The role grid and the links with reward, workforce planning and segmentation
		Final thoughts
		Notes
	3.3 Objectives management
		Introduction
		Why organizations struggle with objectives management
		Process for setting and managing objectives
		Maintaining and improving objectives management
		Final thoughts
		Notes
	3.4 Activity analysis and design
		Introduction
		Types of process map
		Decide where to begin: by analysing the as-is or designing the to-be?
		Building the activity taxonomy
		Analysing the as-is against the target model
		Analysing gaps between targets and actuals
		Optimizing activities
		Decision-making
		Final thoughts
		Notes
	3.5 Competency management
		Introduction
		Objectives versus competency management
		The business case for competency management
		Developing and putting the framework into practice
		Final thoughts
		Notes
	3.6 Rightsizing
		Introduction
		Common currently used and flawed methods
		Six methods for rightsizing your organization
		Method 1: Fixed roles
		Method 2: Incremental percent
		Method 3: Driver analysis
		Method 4: Ratio analysis
		Method 5: Activity analysis
		Method 6: Mathematical modelling
		Final thoughts
		Note
	3.7 Structure and positions
		Introduction
		Step 1: Pulling it all together
		Step 2: Build out the macro structure to layer
		Step 3: Iterate the detail of each layer 2 area to develop the first draft position hierarchy
		Step 4: Refine, test and finalize
		Building an agile research and development organization
		Final thoughts
PART FOUR Making it real
	4.1 Making it Real
		Introduction
		Stage 1: Plan for implementation
		Stage 2: Assess impacts and plan communications
		Stage 3: Manage talent transitions and consultation
		Stage 4: Ongoing optimization
		Final thoughts
		Notes
	4.2 Perpetual performance gains
		Introduction
		Continual performance improvement versus perpetual performance gains
		Monitoring the system
		Coping with failure
		Celebrating, reflecting and resting
		Final thoughts
		Notes
Glossary
Index