When asked about the top most concern to manage the future workforce, 39% of CEOs and 48% of the CHROs chose ‘Outdated Organization Structures’

– Source: 2019 Gartner CEO 20 Pulse on the Next-Generation Workforce

Organization structures, most of the times, evolve organically with business growth. The structures more often keep expanding in a reactive manner to accommodate new people, ideas or initiatives. In the haste for growth, businesses lose the simplicity of their structures, and eventually end up being bloated with challenges of level disparity, role overlaps, unclear employ growth path and inefficient in relation to costs.

Acumen’s Organization Structuring approach uses scientific tools to make Organizations Lean, Scalable and Efficient while being aligned to the business Strategy and objectives. What sets us apart is our experience of more than 200 man-years in working with businesses in diverse industries and an extensive network of empanelled Subject Matter Experts.

How can we help you do better

Acumen helps Businesses in Setting up their Organization Structures through the following 3 Phased Approach:

  • Phase 1: The Structure

    • Analysing the current structure and division of responsibilities across the organization
    • Designing a framework in line with the business strategy, goals and practices while considering the best practices across different industries
    • Mapping Scenarios of Business Growth and Expansion with the Structure
    • Creating an Adaptation Path for shifting from the current structure to the New Structure

  • Phase 3: Roll Out

    • Sharing the new structure and expected responsibilities with the teams
    • Reviewing the structure and responsibilities being actually executed to cull out the challenges and streamlining them

  • Phase 2: Roles and Responsibilities

    Every structure needs to provide clarity for the team’s role as envisaged for the business.

    • Defining the purpose of the role in the business objectives and the fitment in the structure
    • Outlining the gaps in role execution from actual practice, business expectations and the new proposed structure
    • Detailing the level of responsibilities expected from the role with respect to activities in the functional, organizational and people area