Organisationsdesign openBC

● Das Star Model ● Ideale Vorgehensweise ● Agreed actions ● Strategie ● Prozesse

The Star Model – by Galbraith Strategy PeopleStructure ProcessesRewards What do we want to do? How do we divide the work? Which tasks need to get done?What motivates people to get the job done? Which skills do people have?

Ideale Vorgehensweise Strategy Structure Key processes Key people Roles & Responsibilities Information Systems Performance measures & rewards Training & development Career paths

Economic logic Strategie Arenas Differentiators Vehicles Staging Economic logic Arenas Which product categories? Which market segments? Which geographic areas? Which core technologies? Which value-creation stages? Differentiators Image? Customization? Price? Styling? Product reliability? Vehicles ● Internal development? ● Joint ventures? ● Licensing/ franchising? ● Acquisitions? Staging Speed of expansion? Sequence of initiatives? Economic Logic Lowest costs through scale advantages? Lowest costs through scope and replication advantages? Premium prices due to unmatchable service? Premium prices due to proprietary product features?

Agreed actions so far ● Andi to document high level view of processes ● Andi to ask Lars about strategy ● Stephanie to document structure ● Andi & Stephanie to work on questions to ask ● ? Could Johannes work on detailed processes? ● Stephanie to document formal rewards ● ? Definition of boundaries of organisation ● Stephanie, Johannes and Andi to form a team ● Next team meeting Friday

Processes Support Product Sales Manag Request Finance Billing Answer Dev Payment agency FAQ Problem Req Recruit ment Order Planning Collabor atio Underpa ide Overpai d New group New mem Premiu m M&A Releasin g Events Offline Events?

Structure ● Specialisation  How is work broken up, into how many and how specialised pieces  operational efficiency versus coordination  Related to skills-people ● Shape  Span of control, modes at 7, 17, 75  Influenced by experience, variety, dependence, easy measures ● Distribution of power  Centralisation vs decentr. of planning & resource allocation  Speed versus scale through bundling; + question of knowledge ● Departmentalisation  Along function, product, customer segment, market, workflow process  Primary dimension, then secondary and more

Departmentalisation ● Functional + scale & specialisation, standardisation, best practice - coping with complexity from multiple products, et al speed of response; constant need for new product creation ● Product + shortest TTM - scale, duplication, missed opportunities for sharing ● Market/Customer segments/types + client concentration,- power, unique conditions/knowhow enabled much by contracting out; growing fastest - scale, duplication, missed opportunities for sharing ● Geography + closeness, minimize logistics costs (local production) - scale, specialisation ● Process/workflow + process speed, process measurement, accountability - product lifecycle handover,

Hybrids ● International division ● Matrix ● Front-Back ● Configurable organisation

International division

Front-back

Matrix

The Configurable organisation An organisation always ready to be re-arranged according to ever shifting strategy ● Has a stable part and a flexible part (along any dimension) ● Stable usually functional ● Information and goal-setting is key  Accounting systems, data structures and planning processes  Skills for conflict handling  Processes for development, order fulfillment, strategic planning are stable  Participants need to be cross-functionally skilled, cross-unit interpersonal networks, identify with company as whole  HR policies central: when everything changes personalities don't; how to hire the right person is then not a department question but a company-wide one

Processes