Strategy primarily refers to the roadmap laid out by an organization. The principal objective of strategy is to ensure that an organization achieves the set targets in order to sustain and grow in an increasingly competitive world. On the other hand, a structure is the manner in which the internal resources of a company get connected with each other. More specifically, structure is concerned with different groups that can be formed within an organization. For example, an organization having a functional structure will operate through the different functions such as Marketing, Finance, and Manufacturing. Strategy is the main driver that decides the structure an organization. Also, in case the structure of a company is not synchronized with its strategy, then the company may not be able to achieve the set targets. For example, a company with a diversified product portfolio and has a functional structure (organized as per various functions such as Marketing, Finance and Operations) will not be able to compete effectively in each of the product categories. As a result, the company may start losing the market share of its products.
Evidently, structure plays a critical role in the accomplishment of an organization’s overall strategy. Another notable aspect is that both strategy and structure need to be continuously inter-linked in order to achieve desired results.
Our engagement takes a very close look into the Corporate, BU and Functional strategies and fall back on the expertise of our consultants to match that to the best alignment of the organization to achieve these strategies, and the following steps detail how we do it:
The organisational structure defines the organisation’s hierarchy of people and departments as well as how information flows within the organization, it determines how and when information is distributed as well as who makes what decisions based on the information available and how job tasks are formally divided, grouped and coordinated. The structure of any organisation will affect the following:
Good organization structure does not by itself produce good performance but poor organization structure makes good performance impossible no matter how good the individual managers may be, accordingly, our engagement is primarily focused on achieving the optimum structure that would best serve the Organization’s strategy on all levels.
We undertake the process of designing or revising the organizational structures, we take a full inventory of the tasks and goals of the organization looking to see which functions and tasks are not being accomplished as well as any current redundancies or inefficiencies.
The Outcome is an Organisational Structure defined with detailed roles & responsibilities defined for every position together with Authority matrices that show clearly career progression and succession planning to ensure that the organization will always be performing in tune with the organization strategies.
Technology has an impact on authority and control mechanism, number of organisational level, and the number of department within the organisation, it impacts the outcome of the Organization Structure Design process as well as its operation afterwards.
The technology awareness and maturity within an organization has an impact on the centralisation and decentralisation, authority and control, space of control, change in organisational level, and department structure. As a result, this engagement highlights and affirms the significance of information technologies from the perspective of organizational structures. And how to capitalize on information and communication technologies in changing and improving the organizational structures. Therefore, understanding the role of information technologies in the structures of the organizations has utmost importance.
The purpose of compliance audits is to see how well a company is following applicable rules, policies, and regulations or are abiding by the corporate by laws (rules governing how the company operates) or by relevant government standards.
Compliance is not just reactive to changes in laws or regulations, it also offers an opportunity to consistently strengthen your organisation through strategic, proactive measures such as best practices, employee training, internal controls, and benchmarking appropriate for your industry and size, through both local, and global, state-of-the-art regulatory compliance tools.
This engagement helps you assess your risk profile and, your competitive position and business performance. It also provides insight on the very latest regulations that would affect your investment, allowing you to make the right strategic decision. This is a very valuable insight in the face of changing regulations or entering a new market. With the regulatory environment continually changing, compliance remains a moving target, and this engagement becomes not just a one-off effort but rather a periodic exercise that is necessary to mitigate risks in the face of changing regulations.
The Legal and Regulatory Compliance Policy (Compliance Policy) establishes the overarching principles and commitment to action for the organisation with respect to achieving compliance by:
The Compliance policy recognises that there are four elements for an effective compliance program:
The Engagement defines for the organization a complete compliance policies and procedures in accordance with the above principles and it puts in place a compliance program that includes:
An effective strategic recruitment plan helps a company successfully compete for limited human resources. To maximize competitive advantage, a company must choose the recruiting method that produces the best pool of candidates quickly and cost effectively.
Our Methodology identifies five steps towards achieving effective strategic recruitment plan:
The resulting strategic recruitment plan is a continuous improvement initiative and must be constantly refined based on changes in the business requirements, and feedback received from the stakeholders and must be aligned to the business model to help deliver on business results.
Strategic On-boarding is not simply creating a new hires orientation session, or a program that can be executed in a day or two. A successful on-boarding program when implemented correctly reduces operating costs, and help new hires improve their personal contribution to the organization and help reduce costly attrition.
This is achieved by continual, reinforced learning environments that helps employees learn over time and apply what they learn on the job, and drive towards new employee engagement, productivity, and retention.
Our Engagement achieves this through the following concepts:
As every process within the corporation the on-boarding programme will include specific methods to measure the impact by set of KPIs and accordingly include checks and balances to keep enhancing and betterment of the programme.
Compensation is a major tool of an organization that helps attract, retain and motivate employees. Market pricing is a valuation for compensation systems. It is defined as what the external market -other organizations- pay for similar positions.
There are several factors that get into play in performing this engagement to successfully achieve a well-balanced Compensation strategy.
The organization needs to set the objectives of such exercise, which is mandated by the Corporate Strategy and the specific Business Unit Strategy. It is designed to achieve competitiveness in line with these strategies, and are governed by many factors; these factors could be specific to the sector of the job or the geographical location of the job.
The following are the steps to be performed within the engagement:
A mix of training, development and coaching is the most effective way to grow employee performance. Training refers to the process of getting the skills required for a certain job. It is formal learning targeting specific activities, whereas Coaching is a form of development in which a person called a coach supports a learner to achieve a specific personal or professional goal.
Both approaches are an integral part in our engagement to develop an organisation’s Development strategy which is aimed at bettering the job performance of individuals and groups in an organization that involves the sharpening of skills, concepts, changing of attitude and gaining more knowledge to enhance the performance of employees.
In both modes of development, our approach to building a standard model is the same, it is performed according to the following flow of steps: