The organisation structure (and development) of any family business often grows organically, like a tree spreading its roots and branches. The same goes for the various employee roles that spring up in the organisation. This evolution can succeed for a long time; it can even be a strength because it makes the organisation flexible and draws on the implicit knowledge and dedicated efforts of family members, managers and employees. However, there comes a time when this structure no longer works and may even become an obstruction to growth and professionalisation. This is especially true if family members want to become less involved in day-to-day operations or if employees are asked to become more proactive and influential.
If your business is facing this common but difficult situation, you can turn to us for guidance in developing and implementing an organisation structure that is future-proof. The shape of that structure is different for every company, from the traditional ‘rake’ structure to autonomous cells. Whatever structure is decided upon, one thing is for sure: directors who can hand over operational control to employees who are willing. And able to assume ownership and responsibility can advance the professionalism and prosperity of the family-owned business.
Markets and customers never stand still and are subject to changes. This means having to adapt your organisation repeatedly, sometimes with baby steps, at other times with major changes. A flexible and professional organisation requires a clear organisation structure with defined roles and responsibilities. However, this shouldn’t lead to an unbending, bureaucratic system. Instead, it should enable ownership, collaboration and entrepreneurship to spread throughout the entire organisation.
Creating new organisation structures and their associated management models is a core strength of Gwynt. Our starting point is always dovetailing your organisation’s structure with your customer base (from the outside in). And ensuring the various disciplines within your company can communicate easily and collaborate effectively.
Every employee needs to understand their responsibilities and know to whom they report. That is why restructuring the organisation often involves redefining employee roles and meeting structures. Lines of accountability will no longer run vertically but horizontally, and meetings will focus on effective and action-oriented decisions. Naturally, we consider human and cultural aspects when creating a new structure. After all, the new organisation model must be accepted by all if you’re to achieve your goals and a culture of continuous improvement.
To implement an organisation change successfully, changing the roles of employees, middle management and the board is often a necessity. Some roles demand different behaviour, others require a different leadership style. Employees may be asked to take on more ownership, to accept responsibility for their work and take control of how it develops. This is especially true in family businesses that have a loyal and committed workforce.
This change is much more than adapting the organisation’s structure. It demands a change in leadership style. Managers are expected to delegate and employees are expected to assume more responsibilities. Relinquishing control, delegating duties and taking responsibility are mutually dependable, and a clear structure is a condition for a different culture.
We excel at helping companies develop their organisation and carry out change programmes. We guide directors every step of the way as they adapt to their new role, and help them relinquish control so that employees can accept more ownership. This involves a very hands-on approach. Our professionals are prepared to work and coach where ever the interaction takes place. We also use the Prosci ADKAR® Model, a powerful and respected goal-oriented change management model that guides individual and organisational change. If necessary, we work with The People Side of Change, a training agency that helps organisations increase their change capacity.