The main role of an organisational developer is to find an answer to the following question:
What framework do we create as an organisation, so that people can work optimally today and, in the future while working in line with the corporate goals?
Many leaders have a predominantly commercial understanding of the answer to this question leading them to first address structures and processes.
Restructuring (changing organisational structure and processes) is a popular organisational development tool as this approach gives a feeling of tangible control. However, in my experience, although many managers implement structural change to achieve results, they are often not satisfied with the outcome.
The inadequate consideration of the so-called “mild” factors, i.e. the people and the corporate culture, are usually the reason why restructuring and transformation efforts are not successful.
Even if you want to, you usually can’t just switch people every time you restructure or change your business strategy. Most of the time, you have no choice but to continue working with the people you have. This means you need them to understand the new strategy, support it voluntarily and evolve according to the changed requirements. It is your employees who form your organisation and implement your strategy, not you. Your role as a manager is to design the framework and conditions in such a way that you do not lose your employees in the process. It requires a lot of persuasion.
If you want to go fast, go alone. If you want to go far, go with others.African proverb