Case study: Organisation and alignment

Organisational redesign for a federal government agency

This federal government agency aimed to develop an organisation design that would help liberate its people and deliver on its potential.

Challenges in the engagement included:

  • fostering better understanding and integration between the organisation’s business units
  • engaging with the executive team and consulting appropriately with the client’s people and their representative groups
  • thinking through the relationships between the proposed functional and support groups and establishing a well conceived Office of the CEO
  • creating a design that was a positive step, but not a leap; a structure that was reasonable, implementable and something that the organisation could embrace
  • delivering a successful outcome against a backdrop of historical labour relations and communications issues.

Working closely with the CEO, a small internal team, and a firm of leadership development consultants, Right Lane clarified design principles for the organisation design. The team assessed the organisation’s environment and the needs of its stakeholders and the implications of these for required capabilities. An organisation design was then developed that would deliver on the design principles and required capabilities, and help setup the organisation for future success. Right Lane then worked with the client to develop a transition strategy to the new design.