Organizational structures

Implementation of the organizational manual

Organizational design is a framework around which a company is organized. It helps employees understand how organization is put together and how it works. Irrespective of its size, complexity or structure, today organizations face increasingly rapid and abrupt change (market globalization, technology development, evolution of communication patterns, etc.), which consequently requires an evolution towards new forms of organization that can support the company’s competitive edge in the market.


Our goal is to help clients continuously improve efficiency and the organization by identifying any areas of inefficiency in the organization and setting up targeted improvement, rationalization and optimization actions.

Our approach consists of:


  1. Organizational check-ups
  2. Activity Based Management (ABM) methodology
  3. Organizational manuals
  4. Role and Work Force Planning




The organizational check-up is an analysis aimed at identifying critical areas as well as opportunities for improvement; the check-up is often a preliminary, absolutely necessary step to set up an innovation

and development plan within the organization.


The organizational check-up is implemented by means of document analysis and structured interviews

with the management. The interview aims to investigate respondents’ perception of the following topics:


  • Vision and strategy
  • Organizational structure and activities
  • Operating mechanisms
  • Human resources


Why carry out an organizational check-up?


  • To rethink the mission and boundaries of the single business areas;
  • To identify activities to be rationalized in accordance with the boundaries and mission of the individual areas;
  • To define and share a new business organization and coordination mechanisms;
  • To formalize the new business organization with an organizational chart.


Thanks to the ABM methodology, we look for improvement areas with a view to: defining the current workloads; pointing out any resource depletion, inefficiencies, delays, duplicate activities and delineate an ideal corporate population size; identifying organizational redesign solutions to improve the overall efficiency and effectiveness of the organization.


In other words, the activity becomes the focus of analysis: if carrying out a certain activity costs more than the value it generates, the company is not as efficient as it could be.


The main goal is to identify:

  1. Activities (irregularities, repetitions, delays etc.) that do not create value for the client and – if possible define ways to eliminate them;
  2. Activities that use the majority of resources and account for most of the business costs and – if possible define ways to rationalize them.


When and why implement an ABM?


The projects implemented by OD&M by using activity-based analysis meet different needs, such as the need to:

  • redesign strategy-structure relations in a process-oriented perspective;
  • support corporate structure slimming processes;
  • reallocate tasks and job descriptions so that they can be more functional for the overall organization;
  • redefine business processes so as to cut the costs without detriment to performance;
  • complete the reorganization processes underway with continuous improvement plans.
  • implement efficient information systems;
  • redesign integration and coordination mechanisms;


The whole set of organizational charts and job descriptions makes up the company’s Organizational Manual which is crucial for most of the human resource management activities. Organizational charts and job descriptions are fundamental tools for the company, to ensure a comprehensive and at the same time detailed overview of the business organization.


The organizational chart represents the organizational relationships between positions within the company; it is the basis for defining the different supervision levels and distributing responsibilities; it represents lines of authority and responsibility. Organizational chart helps managers define the roles and chain of command within the business structure. Using an organizational chart can help you to effectively manage tasks, develop growth strategies and improve efficient interaction between personnel.


Job descriptions describe the content of the different job positions in detail, including purpose, responsibility and organizational relationships; it is the foundation of human resource management systems.


Why define an organizational manual?


  • Clarify accountabilities/ responsibilities/ expected contribution
  • Capture supporting details such as role dimensions and key contacts.
  • Define the person specification including knowledge, skills, qualifications and experience.
  • Serve as basis for job analysis and evaluation
  • Support attraction and retention
  • Support career and succession planning


Have you identified the roles that most significantly contribute to the achievement of corporate goals today and in the medium term? If so, are you doing anything specific about these roles and the people in these roles? Which actions are you preparing for support or minor roles? Are the best people in the company deployed in core and strategic roles?


Companies have to identify which know-how is their distinctive success factor and which competencies are necessary to create it. They also have to attract and select valuable people who have such know-how, place them in the ideal position within the organization, educate them, develop them, motivate them and reward them based on their real merit.


We design and implement Role & Work Force Planning tools to help companies in their medium-term business management, anticipating the ties and opportunities inherent to the corporate strategy.


In the face of a continuous evolution of professional roles and an inevitable need to align specific skills, it is essential for organizations to adopt a medium-term perspective.
In this sense, the Role & Work Force Planning tool aims to identify – in the present and for the future – the organization’s need for competencies and consequently for personnel, i.e. the number, type and quality of people the organization will need in the medium term to achieve its goals.


How we do it?

We suggest adopting models and services that are strongly segmented by organizational clusters, which change in relation to the corporate and business life cycle.
Firstly, we support our clients in segmenting roles within the organization, based on how much they contribute to the achievement of strategic goals and also taking their employment lifecycle into account.
We support companies in the evaluation of people so as to find out their availability and ability to take on the different types of role, with a view to defining the best mix of experience, knowledge, skills and performance.
We outline the sequence of steps necessary to reach the right number of employees, in the right roles/positions at the right moment.