You know you have the right organisational design when….

…….in the midst of changing stakeholder and customer

demands……

……..you have confidence that your Company is able to

deliver Business Results

Introducing Hofmeyr Consulting

ACN 610 433 335

02 9489 9534| info@hofmeyr.com.au www.hofmeyrconsulting.com.au

What does Hofmeyr Consulting do?

We are a specialised management consultancy that organisations trust to deliver high quality organisational design. Our ability to work

collaboratively with our clients, apply innovative cutting-edge tools and deliver value quickly sets us apart.

Our organisational design expertise enables you to achieve an efficient, customer-centric and innovative business.

What makes our work different to most?

Our approaches and tools embody Design Thinking and Human-centred Design

principles. Our tools make it easy and effective to involve the right people from

the start and co-create a design that makes implementation less complex.

We understand how important social networks and collaboration are in modern

organisations. Our analysis works out which collaborations are vital to make

things run smoothly

We use best-of-class People Analytics tools to develop and test multiple

scenarios for the new organisational model. Sitting across the table from our

client we can in “real time” develop the optimal model while keeping an eye on

costs, headcount and key outputs

What has our research shown?

Hofmeyr Consulting spoke with 40 Australian organisations

Organisations are restructuring more frequently than ever before

• The vast majority of organisational restructures have become “business as usual”, that are a continual cycle of tweaks to business rather than “big bang” re-designs.

It doesn’t seem to be getting easier or less risky

• There is plenty of evidence that poor design, badly implemented, leads to confusion, frustration and a loss of productivity.

• Re-structuring is risky with no guarantees that performance or staff engagement will improve as a result.

What has our research shown?continued

It is not easy to get the design right

• There is little or no data analytics available to managers to make evidence-based

organisational design decisions.

• Years of delayering and flattening of organisations means managers have larger

and more complex teams, making organisational design decisions complex.

• Intuitively, managers know they need to involve staff in organisational design in

order to avoid strategic errors and to successfully unlock specialist knowledge

Examples of the kind of challenges we address for clients

“We need to save X% on payroll across the organisation. Where can we find efficiencies without compromising the most important work that we do?”

“We are growing at X% p.a. and need to resource the organisation to meet this demand. Where do we add jobs, how many, at what level and with which skills?”

“We have undergone a major shift in strategy and need to check whether our organisational structure is still fit-for-purpose to deliver results”

“We are pretty sure we have the right organisational structure but need to work out why things are still not working well. Perhaps it is a specific role or specific

collaborations that need to change?”

Capability & Capacity Organisational

Performance & Culture

StrategyWhere to play?

How to win?

Creating Value for Customers

Collaboration & Decision

Making

Organisational

Structure

Social Networks & Skills

Target Organisational Design

Organisational Design Model

People

Technology

Process

Op

erat

ing

Mo

del

• Are roles clearly defined?

• Are roles designed at the right level?

• Do we have the right mix of specialist and generalist roles?

• What are the optimal spans of control for managers?

• Do we have the appropriate number of jobs to meet capacity requirements?

• How do social networks influence how work gets done?

• Which key informal networks are essential to preserve going forward?

• Which high skills is essential to the future organisation? Are these generalist and/or specialist skill sets?

• How do we ensure we have the right skills in the right roles?

• How is work coordinated between functions to prevent silo thinking?

• How does cross-functional collaboration occur?

• Which roles play an important part in facilitating coordination and collaboration?

• Is it clear where and how decisions are made?

• Which decisions does individual roles make autonomously?

•What service and/or product do we provide to customers and key external stakeholders?

•How are these outputs and outcomes measured?

•What are the core activities of the organisation? Which are the highest priority activities?

•How do these core activities connect with each other?

•What do we depend upon to receive from internal and external suppliers?

Creating Value for Customers

Collaboration & Decision

Making

Organisational

Structure

Social Networks &

Skills

Target Organisational Design

Which key questions guide our thinking?

Deep Dive Design

The design of functions and units

Big Picture Design

The design of the organisation as a whole, it’s divisions and how they fit together

We have expertise in delivering high quality design at all levels

CEO

President

General Manager

DirectorGeneral Manager

Vice-President

Senior Manager

Team Leader

Individual Contributor

Our Organisational Design Methodology

1.1. Define the objectives and priorities of the design project

1.2. Plan the co-design approach

1. Plan the Approach

2. Big Picture Design

3. Deep-dive Design

4. Prepare for implementation

2.1. Sharpen the focus on strategic priorities

2.2. Gain an accurate view of the current state macro organisation

2.3. Co-design the future state prototype (macro design)

2.4. Road-test the prototype and refine the design

3.1. Sharpen the focus on strategic priorities

2.2. Gain an accurate view of the current state micro organisation

2.3. Co-design the future state prototype (micro design)

2.4. Road-test the prototype and refine the design

4.1. Gain final endorsement of the future state design

4.2. Develop the implementation strategy

What could we do for you?

Most often we conduct a complete review of an organisation, division or a function, working in partnership with you every step of the way.

Fees depend on the number of roles that need to be re-designed.

We are able to complete a re-design within a 4 to 8 week period

We also work on a variety of smaller projects for which we charge between $10 000 and $45 000:-

a. Tweaks on an existing structure to improve performance and alignment

b. A health check on your current structure

c. A “sanity-check” of a new organisational design that you’re about to implement

d. Bootcamp for leaders wanting to design their own organisation

Client organisations

Recent Projects

Strategic review of the Corporate centre of a complex $2 billion public sector organisation in the midst of sizeable changes in government policy and funding. Hofmeyr Consulting designed a framework of organisational capabilities that were critical for the Corporate centre into the future, and then gathered detailed survey data from the Board and Executive team. This enabled an analysis of where the organisation needed to re-align Corporate functions and make organisational structure decisions with a high degree of confidence.

Development of a conceptual Framework for Workforce KPIs across a large diverse workforce (~400 000) in order to drive improvement on key factors across the workforce, but also identify KPIs for segments of the larger workforce for specific outcomes. The key focus of the Framework is to create predictive relationships between business outcomes and workforce KPIs to inform strategic decision making.

Recent Projectscontinued

Implementation of an organisational re-design for a large Australian digital learning business. Hofmeyr Consulting validated the design already completed by the executive team, and advised on the implementation of the org structure including change management strategies.

Whole-of-organisation re-design to support strategic transformation and fundamental changes in the client’s operating environment. Hofmeyr Consulting led the leadership team to translate the strategic imperatives into the design of an enterprise value chain. The value chain design uncovered the requirement for a customer focussed matrix organisational structure. Next Beatrice, utilising specialised sub-teams of leaders, facilitated the development of high level business processes, which then informed the structure and information technology requirements. Beatrice supported the Board and the Executive team to develop KPI’s that would ensure the business results and cultural shift the organisation requires.

About Dr. Beatrice Hofmeyr

Dr Beatrice Hofmeyr’s experience spans 20 years in the fields of Organisational Improvement and Business Transformation, across public and private sector organisations.

Beatrice specialises in all aspects of Organisation Design including target operating model design, organisational structure, value chain analysis and performance metric design.

Over the years she has worked with clients in the Public Sector, Education& Training, Aviation, Industrial Manufacturing, Resources & Mining, Fast Moving Consumer Good and Financial Services.

Beatrice has taught a range of Business Transformation subjects at business school and at corporate academy level. She holds a PhD in Social Science and a Master of Business Leadership.E: Beatrice@Hofmeyr.com.au

M: +61 448 019 925