Structures, processes and workflows

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“The real battle is not competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness – only you fight it.”
Yves Morrieux

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The behavioral capabilities of an adaptive organization needs to be underpinned by appropriate organizational structures, boundaries and processes. If people and structures are not aligned, the result would be an unconstructive culture. Clear roles and responsibilities reduce redundant work, accelerate decision-making, and promote ownership. Process discipline ensures focus, reduces coordination efforts, and improves information flow for decision-making.

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Structure doesn’t only allow an organization to run smoothly; it also helps prescribe how and organization runs. In fact, organizational structure can help dictate culture, values, and success.
Command-and control-structures worked well in the industrial age. The age of information economy requires structures which facilitate the flow of information, and, thus, maximizing efficiency through keeping the employees engaged and enabled to think, communicate, and work at their best.
Leaders must be willing must to critically assess whether their company’s structure aligns with its values and goals. This form of big-picture internal assessment often goes overlooked.

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Structures, processes and workflows

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