SEE Enterprise Design and Galbraith Organizational Design Comparison

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1 SEE Enterprise Design and Galbraith Organizational Design Comparison The following outline broadly compares the organizational design elements between the SEE framework and Galbraith taxonomy. SEE Framework Galbraith Taxonomy Relevancy Description Dimensions Design Element Characteristics Motivation Motivation of the enterprise is the integration of the organization s culture and workplace climate with the enterprise s strategic objectives. Business Mission Business Vision Business Strategy Rewards/Metrics Rewards align goals of employees and leaders with organizational goals; rewards must be congruent with structure and processes to implement strategy effectively. Why are we doing what we are doing? Defined as the conceptual level. Values Culture Workplace Climate What are the business and organizational metrics? What are the stakes and incentives will motivate and drive the right behavior? Leadership Goals and Objectives Scorecards Metrics Values and Behaviors Recognition and Rewards

2 Association Designates the stakeholders who have the interest, involvement, and investment in the successful production of business value as described in the business model. It is about the stakeholders and their roles, responsibilities, and relationships in the execution of the business model. Business Model Stakeholders Structure Structure determines the placement of power and authority in the organization. How should we organize? What are the key roles? How should power be balanced in the organization? Who are the key stakeholders and their roles and relationships? Governance Power and Authority Reporting Relationships Defined as the contextual level. Roles? Configuration Determines how the organization will deliver business value as defined in the business strategy and described in the business model. The key is to integrate the formal structure with the informal in order to produce optimum productivity. In effect, it synchronizes how work is supposed to be accomplished and how it actually is accomplished. Achieve this by assessing and managing the stakeholder s working relationships and social interactions within the workspace and workplace. Business Capabilities Networks Processes and Lateral Capabilities Capabilities and associated processes cut across an enterprise s structure to allocate scarce resources and enable efficient work flow. How are decisions made? How does work flow between roles? What are the key management processes? Networks Processes and Practices Teams How does the enterprise deliver business value effectively and efficiently through its formal and informal structures? Integrative Roles Enterprise Structure Defined as the constructional level.

3 Dissemination The ways and means we use technology to capture and transform enterprise data into business and organizational intelligence that provides actionable insights, manageable recommendations, and measurable results. What are the ways that the enterprise leverages existing and exploits emerging technology capabilities, services, and infrastructure to enable business value? Capabilities Services Infrastructure Business and Organizational Intelligence Defined as the content level.

4 Orientation It answers the fundamental question of where does the organization choose to compete in the business continuum. Where within the competitive landscape does the enterprise choose to compete and grow? Business Strategy Business Model Business Capability Business Technology Strategy Strategy influences how to make the trade-offs between various enterprise options. How will the enterprise compete and grow in our market? Mission Vision Direction Enterprise Advantage Assimilation Assimilation is about stakeholders, primarily employees, being acclimated into the culture and climate of the organization combined with how to incorporate the stakeholders into the formal structure and informal structures of the organization. Through a conscious effort of assimilation, stakeholders can get onboard quicker, engage more actively, and build better working relationships and healthier social interactions. Culture Workplace Climate Stakeholders Networks Technology People HR competencies produce the talent that is required by the strategy and structure of the organization. What key talent is needed? What HR practices are critical to the key capabilities? Staffing Recruitment and Retention Learning and Development Performance Feedback Who are the key stakeholders and how does the organization create loyal customers, effective leaders, engaged employees, and committed partners?

5 Transformation Being related to time and change, transformation answers the question of when. The key to successful vertical alignment is the persistent pursuit of transformational change through visionary strategies, creative and innovative business models, dynamic business capabilities, and a proactive technology organization operating around an adaptive infrastructure. Strategic Intent Tactical Direction Operational Execution Management Environment Stakeholders Structure System

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