Job ID
1695715793
Duration
2944seconds
Summary
- In a world where data becoming increasingly important, how does the current structure support that? The real principle is what's the work? And then you organize around the work and then you put the people in work. Have the numbers of layers of management match the levels of work?
- The ideal way to get the success is to give that leader more of what he or she needs inside that unit to drive that. Decision as to whether some of that stuff stays in that business unit or not to the business unit leader. Are those units over on the left are they standalone P L business units?
- So that becomes then the question of the whole classic design stuff around shared services. Do you resolve the level of work layers first or do you resolve structure first? I think what I said earlier is kind of iterative exercise more than anything.
- The structure that's currently set up is putting risk and regulatory requirements ahead of innovation. Last group, we thought they were structurally not set up at all to do the innovation thing that they were talking about.
- When there's more service areas than line areas, you have to wonder whether you're serious about your line area. Depending on how those service organizations align themselves to those things. It really depends on, as you say, in your case, you got more of them.
- We're just a little bit over our time, but that's okay. As we move into a diagnostic phase, it's kind of taking this exercise and moving it into what are we going to look at. The answers we'll get depend on the questions we're going to ask. So we have to be really careful about what we close.
- The ideal way to get the success is to give that leader more of what he or she needs inside that unit to drive that. Decision as to whether some of that stuff stays in that business unit or not to the business unit leader. Are those units over on the left are they standalone P L business units?
- So that becomes then the question of the whole classic design stuff around shared services. Do you resolve the level of work layers first or do you resolve structure first? I think what I said earlier is kind of iterative exercise more than anything.
- The structure that's currently set up is putting risk and regulatory requirements ahead of innovation. Last group, we thought they were structurally not set up at all to do the innovation thing that they were talking about.
- When there's more service areas than line areas, you have to wonder whether you're serious about your line area. Depending on how those service organizations align themselves to those things. It really depends on, as you say, in your case, you got more of them.
- We're just a little bit over our time, but that's okay. As we move into a diagnostic phase, it's kind of taking this exercise and moving it into what are we going to look at. The answers we'll get depend on the questions we're going to ask. So we have to be really careful about what we close.