Organisational design is the development of a blueprint for a Relevant and Performing Organisation (RPO).
The aim of these standards is to help an Orgtologist to design an organisational blueprint., or to train others to do so according to orgtology theories and principles.
Click on any of the IOI standards in the table below to go to its specifications.
Define organisational purpose as a process (IOI Standard 2.1)
Create a basic construct that shows the core systems of Org (IOI Standard 2.2)
Connect systems to process flow (IOI Standard 2.3)
Develop rules and targets to control process efficiency (IOI Standard 2.4)
Link rules to policy and procedures (IOI Standard 2.5)
Integrate the process construct with a project construct (IOI Standard 2.6)
Develop the stakeholder relationship window (IOI Standard 2.8).
Develop an organogram (IOI Standard 2.9).
Create a framework that will internalize a culture of inclusion (IOI Standard 2.10).
(2.1.1) Define the organisational purpose as a current reality (it is what we are doing now).
(2.1.2) Develop a narrative that will realize purpose. Ask what, why, where, when, who, and how?
(2.1.3) From the narrative, list core activities (high level).
(2.1.4) Create an operational process that gives flow to the Org purpose.
(2.2.1) Link purpose to the orgtology Level Zero construct. Ensure that the basic systems are covered.
(2.2.2) Ensure that the (2.1.4) flow covers all the Level Zero systems.
(2.2.3) Test for clarity. Ensure that the EXCO team understands the link between purpose, processes, rules/policies, and procedures.
(2.3.1) Create rules and flow for each Level Zero system.
(2.3.2) Develop processes and levels around each Level Zero system. This is a process of linking processes in a process hierarchy.
(2.3.3) Give power and authority to each process. Ask who must do what and report to whom?
(2.3.3) Test the interdependence between processes.
(2.4.1) Use process flow to define the process outputs.
(2.4.2) Ensure that process outputs help eliminate inefficiencies.
(2.4.3) Define critical success factors for the process to run efficiently.
(2.4.4) List rules that will ensure process efficiency.
(2.4.5) Create targets that will ensure efficiency.
(2.4.6) Quantify targets and link to a monitoring process.
(2.4.7) Link targets to other targets in the process construct (cascade vertically).
(2.5.1) Ensure that rules are endorsed through organisational policy.
(2.5.2) Where necessary, develop or adjust policy to accommodate rules.
(2.5.3) Ensure that policy is adequately explained through procedures.
(2.5.4) Where necessary, develop or adjust procedures to make policy clear.
(2.5.5) Link policy and procedure to a monitoring process.
(2.6.1) Ensure that strategic projects enable greater capacity to the process construct.
(2.6.2) Ensure that strategic projects are linked to strategic programs.
(2.6.3) Ensure that operational projects are linked to operational processes and systems.
(2.6.4) Ensure that all processes and systems are linked to organisational purpose and that all strategic projects and programs are linked to organisational intent.
(2.6.5) Ensure that the relationship between operations and strategy can be explained and understood through a Sigmoid Curve.
(2.6.6) Ensure that the risk management system separates strategic from operational risks.
(2.6.7) Ensure that the process and project constructs are run as cost centers.
(2.6.8) Ensure that performance management systems are linked to the process, project, and relationship constructs.
(2.7.1) Ensure that all strategic objectives are executed through strategic programs and projects.
(2.7.2) Cascade the execution of strategic objectives to strategic projects.
(2.7.3) Link the effect of outcomes to the efficiency of outputs.
(2.7.4) Create a scorecard for core organisational outputs and outcomes.
(2.8.1) Define all stakeholders, and segment further as deemed necessary.
(2.8.2) Plot each stakeholder segment on a relationship window.
(2.8.3) Ensure that there are plans & processes that will optimize the relationship with each stakeholder segment.
(2.9.1) Make governance decisions on the process and project constructs.
(2.9.2) Ensure that there is accountability for stakeholder, strategic, and operational interests.
(2.9.3) Distribute work to teams.
(2.9.4) Choose an organogram type.
(2.9.5) Develop "easy to follow" authority flow.
(2.9.6) Create communication rules.
(2.10.1) Establish a cultural transformation team.
(2.10.2) Develop a cultural narrative for the organisation.
(2.10.3) Align the cultural narrative to the purpose, intent, and values of Org.
(2.10.4) Develop or adjust organisational symbols and rituals that aligns with the cultural narrative.
(2.10.5) Internalize a "culture of inclusion" framework that will stimulate constant growth, cohesion, and integration.
(2.10.6) Develop a project plan for the cultural transformation project.
(2.10.7) Get executive endorsement for the cultural transformation project.