by Seth Rosenbloom

Today's Environment

When companies first launch, organizational structure is usually an after-thought to the main work of getting the product out the door or serving customers. With success comes the need to make routine what was initially herculean. Organizational structures are designed to provide employees and owners with the support, focus and incentives to repeat and scale activities for continued success.

Of course, things change. Growth can make yesterday’s organizational chart obsolete. The need for new products and services challenges team and division formations that were put in place during simpler times. Although people are creatures of habit, thriving organizations need flexibility to remain alert to customers and the marketplace.

Point B's Perspective

Whether it is an extraordinary event like a merger, or an opportunity to do things better and leaner, answering key questions in four areas can provide good input to re-visioning the columns and boxes of your organizational chart.

What engagement model do you need with your customers? Stand in their shoes, or better yet, have them tell you about the experience they have with your products and services. Bringing customers, especially for service organizations, into the organizational design process allows you to re-think how you engage with them. Whether it is transactional or consultative, you know you are engaging effectively with your customer when they echo back the things that make you special to them.