Structuring your organisation

Who does what: is your org chart enough?

Your org chart is on the website, on the walls, in everyone’s minds and hearts. It is well thought out, logical, and rational. What is less so is:

Chantal from accounting sending a withering email to the whole organization to indicate, “for the thousandth time” that it is not to her that expenses should be sent but to Antoine from HR. And Antoine answering that no, he doesn’t handle expenses.

The new version of your product not including THE feature your customers are clamoring for. On examination, it appears that the development team has not spoken to the sales team for sixmonths.

You, confidently entering a status meeting about the revision of the salary grid. Everyone smiling. You asking Bruno from HR to present the new grid. Him looking at you and saying, “I thought you were building it?”

Julien, the intern, asking you who should validate the new design he has just produced. You telling him it’s Juliet, the Head of Product. But Xavier, who happened to be wandering through, shouting out “isn’t it Francis since the buyout?”. And you not having a clue.

Imagine what it would be like if you didn’t have an org chart…

Finding a clear but flexible structure

Org charts are useful. They’re even very important, but they’re just a small piece of the solution:a useful but very approximative representation of an organisation’s structure. You can’t define everything with precision once and for all as you might for an industrial assembly line.

An organisation is a machine built to manage complexity and the unexpected. However, this is achieved thanks to flexibility and the conscious consideration that the most important issue is the question of “how will we decide on topics we don’t even anticipate yet”. This is the balance we’ll help you find: a clear and readable organisation,that doesn’t fall into the traps of bureaucratic rigidity but remains flexible and responsive to changes in circumstances.

It’s not about blindly applying a perfect model. Because there is no such thing. The challenge is in finding those few tools and processes that will allow you to work effectively. And yes, that still includes an org chart.

Structuring your organisation together

Audit

A phase of analysis of your organization, to understand its current structure and operation, and identify not only its weaknesses but also their causes

Structure

Sketching a new structure and areas of employee responsibility (using models where appropriate)

Process

Determining alignment and decision-making processes (what meetings, tools, etc.)

Methods

Selecting methodologies to use, when applicable (project management, agile…)

Interim Management and Coaching

If necessary, to set up the new structure, pending the recruitment of a manager or the ramp-up of an internal resource

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