The document discusses how PeopleWiz Consulting helped a telecom manufacturer transform into a solutions provider by creating a new organizational design. They conducted interviews and research to understand the client's strategy and challenges. They developed design principles, an operating model, and interim/future structures. Key stakeholders provided input and approved the new design and implementation plan in workshops. The new design and change management approach helped the organization effectively implement changes to support its transformation.

1. Creating an effective
Organization Design for a
Solution Provider
PeolpleWiz Project Archive

2. Client Overview
• A well known manufacturer of telecom products wanted to transform into a
Systems Integrator company that provides services like design, installation,
commissioning and management of telecom networks.
• With the expanse of opportunities in telecom sector, the company wanted to
multiply its turnover through the route of providing end-to-end solutions to its
customers.
• PeopleWiz Consulting worked closely with the management to create a progressive
Organization Design that supported the transformation as a Solution Provider.

3. Business Challenge
• The existing organization design was based on functional specialization and did not
permit the organization to develop Solutions Thinking capability that required a
seamless view across processes
• The employees had over the years perfected the art of being a low cost and high
quality producer of a standard good. Creating an organization that engages with the
customer, helps the customer in defining the requirement and uses a participative
approach to creating a solution required a change in the ‘Organizational Mindset’.
• To become a problem solver for the clients, the company had to quickly add to its
existing technical and functional expertise through organic as well as inorganic
growth.

4. Organizational Design Framework & Process
The organizational design process composes of the following
order:
1.Identifying guiding principles and design criteria based on
growth strategy and current state assessment and external
perspective.
2.Creation and building consensus on operating model.
3.Proposal and evaluation of structural options based on the
design criteria by the leadership team. This would include line
and staff functions, levels of hierarchy and span of control.
4.Identification of roles following a bottom-up process based
approach.
5.Mapping of integrative (support) processes to ensure internal
and external interfaces are defined and flow of information is
smooth.
6.Identification of organizational competencies and roles based
competencies. Creation of performance measures which align an
individual’s goals to the overall organizational objective. This
builds the foundation for training and development,
compensation systems and overall performance management.
7.Creation of an implementation plan by adopting a formal
Change Management approach.

5. Engagement Approach
Vision & Strategy
Workshop
• The first phase consisted of diagnosing the current state of the organization. Key stakeholders interviews and
perusal of strategy documents were conducted to understand the vision, key growth drivers, future business
strategy and major challenges faced by the division
• The client had identified three direct competitors. Information was gathered about their organization structures,
employee profile and progressive people practices to use as reference. This included primary as well as secondary
research
• During the analysis phase, the future strategy and current challenges were analyzed to create guiding principles for
the design. Based on the internal strengths and differentiators of the client, an operating model was proposed.
• In a workshop setting with the key decision makers, the business focus in the coming years, targets and vision
statement was deliberated and discussed. Proposed operating model, interim organization structure and futuristic
organization structure were presented to the management. These were discussed and finalized. Implementation
plan for the new organization design was created and a Programme Management methodology was adopted to
drive changes.

6. Success
• Creation of Organizational Blueprint and roadmap for the transformation provided clarity
and shared vision to all affected stakeholders.
• Through the adoption of a Programme Management methodology and a formal change
management approach, the organization was able to design and employ organizational
design changes effectively and smoothly.
• Gaining an external market perspective prompted various other organizational development
initiatives like
– Process Orientation through Capability Maturity Model Certification
– Knowledge Management through dedicated web portal
– Competency development through E-learning
– Adoption of best people management practice from service industry