That's why this year I'm spending more time cutting through processes and role scopes in the company. The Ariadne's thread that allows me to find the way to the goal is high-quality company data and... literature.
"Executing Your Strategy" by Harvard Business Review reminded me of something fundamental for highly effective organizations. Clear decision-making.
I remember how in the early days of Tigers, a simple division of tasks and one key KPI for each position worked well:
- As CEO, I was responsible for the final company result,
- Each manager was responsible for one of the key processes in the company: generating leads, closing sales, or customer retention,
- The rest of the team focused on customer satisfaction and achieving their business goals.
This clarity, inspired by "Scaling Up" is great. However, in a much larger company, additional roles appeared: technological, client, expert, and team leaders. We have ongoing projects, temporary ones, at the interface of companies, competencies, teams.
This makes clear task division difficult. For this reason, from an organization of generalists, we are gradually specializing. Currently, we are updating roles and teams with Martyna Celuch and Ewa Gajda to achieve greater simplicity and clarity.
Process by process, role by role, we analyze:
- Are decisions being made quickly enough?
- Are we engaging the right people in the right way?
- Are roles and deadlines clearly defined and respected?
- Are we basing on facts or opinions?
- Are decisions made by people with appropriate agency?
- Does the incentive system support the implementation of this decision?
As a result, I want to return to the speed of decisions and clarity of responsibility that were easier to achieve in a small company. I trust this reflection will be a good allocation of time, and our unique way of delivering value to clients will be further strengthened.
What books have helped you in better organizational design?
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