Visual Structure
“What structural design model will we utilize?”
That’s a frequently asked question whenever a new vision and new strategies are being developed or when a major transformation is unfolding. Obviously, certain structural design models are more suited for certain organizations and their particular situation. The appropriate model can greatly enhance the effectiveness of any organization. However, I know of instances where the structural model was perfect. However the organization as a whole failed. Also I’ve known some structures that were all wrong and in theory should not have worked and still the organization was extremely successful.
During any major change if one can inspire the individuals in the organization to live and drive towards their vision and strategies, while successfully implementing all the levers on the VAT (Visual, Auditory and Tactile) change model. (Figure 1) Then the structure will take care of it self in many ways.
Figure 1 VAT (Visual, Auditory, Tactile) Change Model
As time goes on, I increasingly believe that one could place any name on the structural design model, such as, network, team based, lateral, matrix or whatever. All can be highly effective as long as the other change dimensions from the VAT change model are in place and individuals view their names somewhere on that visual organization chart.
When that visual organization chart progresses to the dotted lines, double solid lines and lateral project teams, it can become a little confusing for many. However, as long as the basic VAT change model is effectively implemented, the organization structure can work in spite of that sometimes complex visual organization chart.
Is a visual organization chart a new concept within structural design theory? No! It is just a blind person’s view. That visual structure or visual organization chart that everyone has to see or they just do not think they belong. Employees have to see who has perceived power, accountability responsibility etc. How individuals can allow their actions and approach to others to be totally dictated by that one visual chart is astonishing. Also in reality it is many times very different in the living organization chart verses the visual chart where power sometimes lies in strange places.
It is amazing how many informal leaders are vital to an organization’s success at an operational, tactical and strategic level. Yet they will not appear in a critical role in the visual chart which is held in such esteem. The true power often lies with certain individuals within the organization and is not always reflected in the visual organization chart. For instance it is often underestimated the power that an executive assistant holds. As well critical thought leadership comes some times from individuals that have no direct reports.
I still claim structure is important however it’s only one piece of the puzzle and not the whole puzzle. Organizations will spend inordinate amounts of time on the structure often times focusing on the wrong aspects of that change dimension; that being the visual organization chart and not the other critical elements that encompass the structure.
Structure can be one of the most intricate and challenging dimensions of change. Its apparent complexities and subtleties can not be under estimated. The secrets to structural success are many times hidden in simplicity. In the end those organizations that effectively utilize structure to their advantage will be light years ahead of their competition.