Adjust structures and organizations to the evolving mission and situation

June 9, 2014

Military forces engaged in Iraq and Afghanistan over the last decade or so adjusted their structures, weaponry, and training to the exigencies of an originally unforeseen operational context. They went from Cold War based large mechanized formations to smaller, tailored units that could interact with local populations and government forces while keeping insurgent forces at bay.

The same applies to organizations and businesses in the public, private and non-profit sectors. How many organizations are still working within a framework that is no longer relevant to its new reality? I often say that the biggest challenge a small business faces is becoming a medium-sized business. The same goes for medium-sized organizations becoming large or multinational ones. Or vice versa, companies and institutions that must become smaller, more nimble, faster, and adjustable rapidly enough to remain relevant and continue thriving.

-When is the last time you reviewed your organization, structures, systems, and processes to evaluate their relevance?
-Do you have people and teams working on tasks and responsibilities that are low priorities while others working on high priorities and vital areas are starving for resources?
-How often do you validate the relevance and effectiveness of your training and professional development?
-Can you reconfigure teams quickly and effectively or does your organization meander aimlessly and sluggishly while the world changes?
-Do you conduct regular after-action reviews with all stakeholders and people at all levels of your organization?
-How quickly can lessons be learned and incorporated into your structures, equipment, training, processes, and systems?

Richard Martin is The Master Strategist. An expert on strategy and leadership, Richard brings his military and business leadership and management experience to bear for executives and organizations seeking to exploit change, maximize opportunity, and minimize risk.

© 2014 Richard Martin. Reproduction and quotes are permitted with proper attribution.

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