Organisational design

Transform your organisation: from rigid structure to dynamic efficiency

Do you strive for a workplace where flow and collaboration are the norm? But you find that this doesn't always come naturally? Do you notice a growing effort to serve customers? Then it's time to look through a design lens and address any 'weaving flaws' in your organisational structure.

System complexity

Organisational structure goes beyond org charts and procedures. It determines how work is divided and shared. A complex structure hampers agility and reduces engagement.

Imagine an organisation that splits its work processes into many different tasks and responsibilities. With every new subdivision, interdependence between team members grows. That means more communication and coordination are needed to make everything run smoothly.

As task division grows, the number of interactions between team members grows exponentially. (For example: if you divide work into 25 pieces, we count 300 alignment possibilities. If you divide work into 59 pieces, we count 1,172 alignment possibilities.) A greater subdivision of work often leads to overcrowded agendas and endless meetings, as well as stress and frustration - putting organisational efficiency at risk.

So it's essential to design and manage task division carefully, taking into account the growing complexity of the system and the need for effective communication and collaboration between team members.

Organising work more smartly, through integral organisational design

An appropriate organisational structure forms the foundation for workable work and contributes to better-performing organisations. We embrace the principles of Innovative Organisation (Re)design. It's an umbrella term for all initiatives taken to improve organisational performance by facilitating sustainable collaboration between people. In science, terms like Workplace Innovation and High Performance Work Systems (HPWS) are also used.

Based on proven methods

Our integral design process, rooted in socio-technical systems theory, is validated by decades of scientific research. This means we redesign both organisational structure and teamwork. In short: we redesign work processes and tasks so that the organisation and its people function better as a whole.

Reinforced with modern insights

We integrate Robert Karasek's ground-breaking ideas on job design, which are key to predicting work stress and creating healthy work environments. This approach is evidence-based and is also recognised by leading external institutions in occupational health.

Based on Karasek's model, you get 4 job types.

Increasing or decreasing people's regulatory capacity in their work environment has consequences for their wellbeing. The same applies to increasing or decreasing workload.

When people experience workload but also have the ability to regulate things themselves, they feel good about it. See the top- right quadrant in the model, named Active.

The other three quadrants are health-damaging:

1. Low strain: you can regulate everything yourself but there is no workload (it doesn't matter what you do)
2. Passive: you have little control and there is no workload
3. High strain: workload is high but you don't have the permission or ability to regulate things