Our Principles
Start the design process with your strategy. Begin by reviewing or refreshing your strategy. Clarify the results you want your organization to be getting. Being clear about your strategy and results will help you align on what's pivotal to your organization and guide the ensuing conversations and trade-offs.
Know and design for pivotal capabilities. Not all work process and decisions are equal. Some have a more direct impact on the value your customers receive than others. Map out your value chain to vet "what you do better than your competition" and identify your pivotal capabilities.
Replace command and control with collaboration and coaching. In the 20th century, control was considered the currency within organizations. The better the job you did, the more control you received. The result was the creation of big, slow, bureaucratic dinosaurs of yesterday. In today's fast paced world, we need to place information, decision making and feedback into the hands of front-line associates to create fast, nimble organizations.
Address individual career issues when doing detailed job design. Making strategic design choices around an individual or to justify title and pay is a bad practice. Your design should allow you the flexibility to move talent within your organization and with minimal impact to organizational performance.