Pace of change A pace of change that is too rapid may result The implementation plan has is too rapid in disruption to business, particularly where realistic milestones. This will be there is fatigue’. particularly relevant to larger ‘change agencies with complex One outcome may be managers with an structures in place. unsustainable number of direct reports. There is effective communication with employees. Failure to Increased numbers of direct reports require New capabilities are supported address increased management capabilities and by investment in training and required increased management functions for development. change in managers. Agencies that do not develop this Staff development is part of management capability and account for this change implementation plans. capabilities jeopardise the sustainability of revised structures and limit the benefits of change. Failure to Capability and skill in strategic human Staff development and training ensure HR and resource, organisational design and change focuses on these three areas. organisational management is required to support effective Ideas and experience are shared design change. through a community of practice capabilities that includes other agencies, the public sector more broadly and the private sector. Insufficient Change in management structures will lead to Review delegations and support for improvements in decision making when it is promote a cultural to appropriate supported by an appropriate approach to risk. appropriate risk management. decision Benefits will not be realised if the revised making structure is not supported by practice and culture, and decisions continue to be “pushed up the line”.
Pace of change is too rapid A pace of change that is too rapid may result in disruption to business, particularly where there is ‘change fatigue’. One outcome may be managers with an unsustainable number of direct reports. The implementation plan has realistic milestones. This will be particularly relevant to larger agencies with complex structures in place. There is effective communication with employees. Failure to address required change in management capabilities Increased numbers of direct reports require increased management capabilities and increased management functions for managers. Agencies that do not develop this capability and account for this change jeopardise the sustainability of revised structures and limit the benefits of change. New capabilities are supported by investment in training and development. Staff development is part of implementation plans. Failure to ensure HR and organisational design capabilities Capability and skill in strategic human resource, organisational design and change management is required to support effective change. Staff development and training focuses on these three areas. Ideas and experience are shared through a community of practice that includes other agencies, the public sector more broadly and the private sector. Insufficient support for appropriate decision making Change in management structures will lead to improvements in decision making when it is supported by an appropriate approach to risk. Benefits will not be realised if the revised structure is not supported by practice and culture, and decisions continue to be “pushed up the line”. Review delegations and promote a cultural to appropriate risk management.
optimal_management_structures_framework_and_guide.docx