Planning, Strategy Development, Economic Analysis, Design
ORGANIZATIONAL STRUCTURES
Assets
Business Technologies
Tools
Skills
Competencies
Strategies
Information
Governance
Work
Processes
elements of organizational structures
Best Practices
Incentives
Legislation
Rules
Policies
Benefits
Objectives
Goals
Motivation
Risk
In my professional work, the elements of organizational structures are important in two ways.
First, as current-state
organizational components
that inform my design process of the existing organizational context.
Second, as future-state organizational structures that are products of my design process.
Decades of professional experience confirms that optimal work environments do not happen "organically".
More specifically, optimized organizational environments must be designed to ensure that the required enabling components can be organized and inter-related in a manner that induces efficiency and effectiveness.
My design efforts are generally collaborative and incorporates the work of numerous decision makers and subject matter experts.
The collaborative work requires insight into how work is accomplished and aligned with other aspects within the organizational context.
Therefore, it is essential that a "framework" articulating how organizational elements are inter-related be available.
Unfortunately, standard frameworks and associated models that articulate "styles or patterns" that have well known outcomes are not readily available. What is available are in evolutionary stages.
Therefore, creating optimal organizational evironments
requires the development of frameworks and appropriate models that are customized and organizational-specific.
Over the last decade several inter-relationship frameworks have "surfaced".
These frameworks provide reasonable start points when creating an organizational environment.
Two frameworks have become prominent- the Zachman Framework and The Open Group Architecture Framework.
While still evolving, the frameworks are benefical and I utilize both in my design work.
With respect to the Zachman Framework, I have used it as the "base" for developing a Primary Ontology and Taxonomy Model.
Organizational structures inform me of the relationship between the numerous "enabling components" that modern organizations use to successfully accomplish the business they are in.
With this insight, I can achieve more optimal business environments.
I have also documented much the methodology I utilize to develop models of organizational structures in the form of the following guide book:
The development of organizational structures assists in determining and shaping demand for support services such as human resource planning and information system development.
While frameworks assist in determining the types of organizational structures needed to enable a business, currently, the utilization of these frameworks is hindered by the lack of formal standards in graphical modeling within organizational design.
Therefore, the development of appropriate artifacts, particularly Business Process Maps and associated Workflow Models can be challenging.
In response, I created the Integrated Workflow Modeling Notation (I-WFMN) so that I could create more in-depth workflow models that compliment the business process maps and "close many of the current modeling gaps" that exist.
More specifically, after decades of organizational design work I have come to realize that the Workflow Model is the most important artifact an organizational designer can produce.
It is the primary artifact for inducing appropriate and meaningful discussions amongst collaborative members. Therefore, the more in-depth the models the better the discussion and decision making.
I then utilize The Open Group Architecture Framework (TOGAF) and its associated Architecture Development Method (ADM) to guide the development of specific artifacts (models) that align with the primary ontology and taxonomy model.