By Dev Mookherjee

Our house parties are always difficult to plan for. I’m not that keen on parties but my partner is. When backed into a corner I sometimes foolishly agree to a party… but then there are the tricky questions of how many people do we want to come and who should be on the list. As an introvert I appreciate small gatherings while my partner seems to rejoice in her ability to draw a crowd and connect friends and neighbours.

We find that these questions of how many and who to invite also arise at the initiation of organization re-design processes, and especially when thinking through membership of a core design team. Many of you reading this post know that we are staunch advocates of participative organisation design (Link) and so  give a lot of thought to these questions. I thought I would share our rules of thumb and generic invite lists with you.

How many to invite?

We suggest a range of 6-9 in a core design group. Our recommended number is 9 as this:
– allows a sufficient range of participants to meet the criteria set out below;
– is the maximum number for all to participate and have sufficient voice in this time-intensive process and;
– enables effective breakout conversations and design work to be done in trios.

Who to consider inviting?

It’s sometimes helpful to remember such info with a mnemonic, and in this case our is LINKED…

L – The leader of the unit! In our experience you need the leader of the unit present during the process: leaders are tempted to delegate this task and then reject the outcome, leaving a legacy of mistrust in their wake and making it much harder to engage the organisation.

I – Who will Implement the design? Keep in mind people who will be responsible not just for drawing up designs and job descriptions but those who need to make it work well.

NNovelty – people who are newly in and have a fresh perspective on the organisation, perhaps from competitor organizations, or people in your high potential group. Often more able to identify possibilities in a very different organisation design

K – Who has knowledge of how the organisation’s work is done – what it actually takes and from which people to perform key tasks successfully?

EExisting leaders – some but perhaps not your entire leadership team. If you have ONLY the existing leadership team you will be more likely to get a new design that is close to the old one (which could feel like “more of the same”) but there will be solid commitment to the outcome.

DDiversity of perspective. Include possibly network or union representatives, as well as finance rep, detail-oriented and strategic thinkers, members who can support dialogue.

Perhaps this goes without saying but you also need to make sure that the people you pick have the time and attention to devote to an intense and stimulating process. You don’t want people who are inclined to dip in and out, or who will be trying to multi-task. This work is too important!

Once you’re clear about who’s in the core design team, you can also think about the wider inquiry group – this is where it is really useful to talk to a mix of people in different teams and business units, and especially those who are always bending your ear about all the things that are wrong with the organisation – they usually have a lot of useful insights.

Need help with your invitation lists? Get in touch!


We at Metalogue have developed a tool (www.orgwith.com) to help in-house organization designers to facilitate participative, activity-based design conversations. If you would like a demo of Orgwith™ get in touch at the following email address: orgwith-admin@metalogue.co.uk

#orgdesign #strategy #od #facilitation #facilitationtech #hrtech #orgwith

The client call            

“I know you can do organization re-design in face-to-face workshops but our team is locked down on two sides of the Atlantic and we’re in a hurry. Can you still help us with this?”

Gulp…Keep calm.

In the few seconds we have to answer, the following thoughts go through our heads…

– Can we still productively hold the difficult trade-off conversations needed in the redesign processes virtually, or are face-to-face conversations essential for this?

– How can we replicate our plenary and breakout conversation formats?

– How will we replicate our approaches to activity mapping design options, which we would normally do on large meta-plan boards using post-it notes?

In those few milliseconds we realised we had a choice to make…and we responded “Yes. We can run this process virtually.”

What happened next?

Our first thought was that Zoom plenary and breakout rooms would work well and answer our first two questions and we started the process through a series of Zoom workshops with a core design group following a number of inquiry calls.

The Zoom platform soon proved to be up to the challenge, but we struggled as a facilitator team with the process of activity mapping using Power-point:

The preparation for workshops took an eternity:

– The process was so manual, which took our attention away from attending to the important team dynamics involved in the design process

– Instead, we were having to attend to the more mundane and less value-adding job of moving boxes around on Power-point charts

– Even after the workshop we had to find a way to record the outputs and we had no efficient way to export the designs in a way that would be helpful to the client.

There has to be a better way…” we told ourselves.

…and so the idea for Orgwith.com™ was born

We spent the second half of 2020 building a web-based app, with our brilliant digital agency partners Audacia (www.audacia.co.uk), which makes the process of facilitating organization design virtually (via Zoom or other web-conferencing platforms) much simpler and far less time consuming. The app is designed for in-house organization designers to build design options and populate them with activities using simple or more complex design templates, based on the work of Andrew Campbell. We built the app for us to use with our clients but realised that if we would find it helpful, so would our clients and other in-house organization design practitioners.

What are the features of Orgwith.com™?

– Drag & drop user interface to minimise hassle & maximise participation

– Import, add and edit activity listings as the building blocks of design options

– Build designs and compare options easily

– Work together in plenary or assign Breakout Facilitators

– Save and name design options

– Compare options easily

– Export design data in Excel to create role definitions

– “Save as you go” functionality

– Stable and secure as hosted on Microsoft’s Azure platform

– Built to run on Chrome and Safari PCs

Interested in finding out more?

Check out www.orgwith.com or contact us at orgwith-admin@metalogue.co.uk.

Finally, if you are interested in developing your skills in facilitating participative organization design we have some spaces available on our programme in November. Email us at contact@metalogue.co.uk if you would like to find out more.

It is still by no means business as usual. While the impact of the pandemic has varied from individual to individual, we are all living with less certainty, often more anxiety and questioning some of the taken for granted in our lives.

Many organisations and teams need to re-evaluate and adapt their structures or ways of working to adapt to the new reality. So we thought it would be useful to share what we are learning about organisational re-design. The broad principles we follow continue to apply, however, some things need to be emphasised more than ever. These are our 10 top tips, re-visited in the context of our recent experiences:

1. Keep linking design to strategy. At this time of heightened uncertainty the importance of making sense together is even more crucial. From an organisation design perspective, be as clear as you can be on what the strategy is AND see organisation design as an opportunity to continue to engage people in the development and the implementation of strategy. We’ve had many a light bulb moment in workshops as the implications of a strategy memo suddenly become much clearer. This is critical given how much is changing around us at the moment.

2. Create a small but representative design team. With a clear remit and the right facilitation support they will design for the strategy and for the future, and most importantly feel ownership of the new design.

3. Continue to share as much as you can. We’ve seen great examples of very open communication by CEOs and leaders over the the last year. This is very important given that distrust and paranoia thrive in a vacuum. The same principle applies to organisation design work: pay particular attention to communicating the process and decisions to those who are not part of the design team.

4. Build a “warts and all” picture of what is and isn’t working at the moment. Share that picture (with the warts) as you start the re-design work so everyone has shared context from which to work.

5. Start by paying attention to process- the outcome will follow. As soon as the words re-design, or restructure are mentioned, naturally most people start to try and second guess what the outcome will be in terms of individuals and roles. Although it may seem counter intuitive, our experience suggests that the most helpful thing to focus on is what your redesign process will be. If you have a good process, you’ll get a good outcome- even if you don’t yet know what that will look like.

6. Conversely, beware of easy answers. This might be the sketch someone (the CEO / an expert consultant) has drawn up on the back of an envelope that is presented as “the answer”. It might not be a bad idea, but it won’t have the right level of ownership across the organisation for a successful implementation.

7. Be pacey, but don’t rush it. Re-design work is important for any organisation and has significant implications, so it’s important to take the time to get it right. That doesn’t mean it has to take years. Our experience suggests that 6-8 weeks is enough to come up with a well thought through robust organisational design. Bringing it to life will however take much longer – see point 9.

8. Be creative. The design process needs to encourage thinking outside of the box. The obvious example from this year has been virtual and multi site teams becoming the norm. It’s also highlighted how we can also be creative about the process itself. Our clients have been surprised at the quality of work that they have been able to do virtually instead of face to face, and it’’s even led us to develop an app to facilitate organisation design processes virtually. Necessity is the mother of invention and all that…

9. Plan for implementation up-front. A significant re-design always requires implementation resource: leadership time, HR support, internal communication and project coordination. Don’t let yourself be surprised by this.

10. Plan for transition support. Individuals find themselves in new roles having to do all the core business of management (i.e. set new KPIs, implement new governance processes, create new leadership teams etc) AND will need to provide emotional support to their teams who will be going through transitions themselves. At the best of times, this will typically takes 6 months for individuals to feel settled in a new structure. It will take longer in the present context and not providing appropriate support risks not realising the benefits of your re-design.


What you would add from your own experience? email us at sophypern@metalogue.co.uk


For more information and insight on organisation designing see our 2020 Research report into designing organisations

As part of our research into the practice of designing organisations, we spoke to leaders and practitioners about their experience and reflections on organisation design projects. Most of them acknowledged that, with the benefit of hindsight, they had not given sufficient attention to how changes would be brought to life.

Underestimating transitions

In every case, we were told that the amount of time and resources that was necessary was underestimated. Looking back, most felt that transitions require a minimum of 12-18 months and that 18-24 months is more realistic, particularly for more complex changes. In practice however all the attention goes on agreeing what the organisation needs to look like in the future, and significantly less attention is directed towards:

• What is being communicated through the process
• How people will transition into new roles, teams and departments.

Culture-creating moments

We discovered that embedded in the design process and subsequent organisational transitions were culture-creating moments. These related to how any changes were done. They included events such as:

1. Who was involved in the design process
2. How design changes were decided
3. How the changes were communicated and the rationale given for them
4. How senior appointments were managed
5. Who was appointed to key roles
6. How exits or redundancies were managed
7. How the new design was launched or went ‘live’
8. The extent to which endings, transitions and beginnings were acknowledged.

In these moments, important symbolic questions are addressed through what actually happens (rather than what is espoused). These include:

• Who will be included and who will be excluded?
• How will power be exercised and decisions made?
• What is actually changing and what is staying the same?
• What will be valued in the future (and what won’t)?

Such moments define or re-define cultural norms and convey the actual values of senior leaders. What happens around these events, therefore, reinforces the core messages of the redesign or undermines them. They influence people’s commitment to the new design, the relationships that form and whether people act in ways that support the aims of the organisation.

Consciously attending to process

The emotional impact of these key moments is significant but is often underestimated or avoided because they surface sensitivities or uncomfortable issues. They are however unavoidable realities of the re-design process and opportunities to model desired norms or values. They need therefore to be engaged with consciously and with sensitivity to ensure that consistent, meaningful and clear messages are communicated. This can be difficult to do when you are steeped in an established culture or in the midst of a complex design process. The risk however is you sleepwalk into reinforcing the very patterns you want to change. In organisation design projects, as well as supporting the design process, we help everyone involved to attend to transitions and the symbolic, emotional and cultural dynamics of the process.

If you would like to read our research report, you can download it here:

https://metalogue.co.uk/wp-content/uploads/2020/12/Metalogue_Designing_Organisations_Report-2020.pdf

Throughout 2020, we conducted an action research project with our clients into the practice of designing organisations. One observation we made is that most organisations are in a constant process of redesigning themselves as they adapt to ever-increasing levels of uncertainty and complexity. Because of this, organisations are becoming more fluid and structures more transitory. As 2020 unfolded, we observed and heard how the pandemic is amplifying and accelerating this process.

In many organisations, multiple design projects are happening simultaneously at different levels. For instance, we are working with a large and complex University that is changing its structures and working practices across the whole system whilst at the same time individual faculties and schools within them are reorganising how they operate. In many cases, we heard how the tail end of one design project overlaps with the start of the next. For employees this can leave them feeling in permanent transition and struggling to make sense of how to make decisions or get things done. This stirs up anxieties and insecurities.

These observations led us to conclude that organisation design is increasingly an ongoing and iterative process. We need therefore to shift our thinking away from creating ‘the design’ – which suggests the construction of a static, enduring entity – towards ‘designing’ as a critical ongoing practice in organisations.

Our research indicates that designing requires:

> Keeping the future in mind whilst drawing on past experiences to understand what will work in a given culture,

> Accepting that designing is a messy and unfolding process and not a neat linear one,

> Focusing on ‘good enough’ design decisions that are able to adapt and flex with feedback,

> Creating ownership by involving people to develop ideas and make decisions,

> Encouraging the questioning of assumptions and creating space to explore design options and possibilities, and

> Taking transitions seriously and undertaking realistic assessments of support people will require to let go of the past, learn new skills, and take up new roles.

To make this shift, we argue that organisations need to possess the expertise and capability to design and redesign themselves, and leaders at all levels need to see designing as a core part of their role.

If you want to read more about our research, you can download our report “Whose design is it anyway?” at:

https://metalogue.co.uk/wp-content/uploads/2020/12/Metalogue_Designing_Organisations_Report-2020.pdf

It is by no means business as usual for anyone during this crisis period. While the impact varies from individual to individual, we are all living with less certainty, often more anxiety, and questioning some of the taken for granted in our lives.

Organisations too are re-thinking what they do, and how they do it- in many cases coming right back to fundamental questions of meaning and purpose. Our engineering clients are engaging with the challenges of building ventilators and producing PPE. Our clients in tourism have been concerned with getting people home safely- and playing their part in keeping the supply chain going for vital things such as food & medicine.

Like many consultancies we have been asked to find innovative ways of continuing essential assignments. Indeed people have been surprised at how much you can still get done in the virtual space once you get over the new rules of engagement.  Sarah Beart’s blog on virtual working  is well worth reading on these.

We have noticed that many organisations are needing to re-evaluate and adapt their structures or ways of working to adapt to the new reality. The broad principles we follow continue to apply,  however some things need to be emphasised more than ever.

With that in mind, our (slightly revisited) 10 top tips for organisation design are…

1.  Be as clear as you can be on what the strategy is AND see organisation design as an opportunity to continue to engage people in the development and the implementation of strategy. At this time of heightened uncertainty the importance of making sense together is even more crucial. We’ve had many a light bulb moment in workshops as the implications of a strategy memo suddenly become much clearer- this will be even more the case at the moment.

2. Create a small and representative design team to work on this and give them a clear remit. With the right facilitation support they will design for the strategy & for the future- and most importantly feel ownership of the new design.

3. Pay even more attention than usual to communication. We’ve seen great examples of very open communication by CEOs in the last 6 weeks- very conscious that distrust and paranoia thrive in a vacuum. The same also applies to organisation design work: even more attention than usual needs to be paid to communicating on the process and the decisions that are being taken to those who are not part of the design team.

4. Build a real warts and all picture of what is and isn’t working about the current structure. And share that picture (with the warts) as you start the re-design work so you have enough shared context from which to work.

5. Trust that a good design process (like ours) will get you to a good outcome for your organisation– even though no one knows at the outset what that outcome will be. As we said to a workshop participant recently “We haven’t failed yet”.

6. Beware of the sketch someone (the CEO/ an expert consultant) has drawn up on the back of an envelope and which is “the answer”. It might not be a bad idea- but it won’t have the right level of ownership in the organisation to allow for a successful implementation

7. Be pacey – but don’t rush it. This work is important for any organisation and has significant implications- so it’s important to take the time to get it right. That doesn’t mean it has to take years. Our experience suggests that 6-8 weeks is enough to come up with a well thought through robust organisational design.

8. Be creative. In the last few weeks face to face workshops have gone virtual- and clients have been positively surprised at the quality of work that they have been able to do.

9. Plan for implementation up-front. A significant re-design always requires implementation resource: leadership time, HR, internal communication and some project coordination. Don’t be surprised by this!

10. Plan for transition support. Individuals will end up in new roles needing to do all the “traditional” management stuff (set new KPIs, implement new governance processes, create new leadership teams etc) AND in all likelihood with individuals in their teams requiring significant emotional support. At the best of times it will typically takes 6 months to individuals to be fully up & running in a new structure. It might take longer this time, and not providing appropriate support runs the risk of not realising the benefits of your re-design.

We hope these tips and pointers are helpful. What would you add from your own experience?