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  • admin 9:47 am on June 21, 2016 Permalink
    Tags: , , Structure   

    IoT and Implications for Organizational Structure 

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  • admin 10:34 am on May 20, 2016 Permalink
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    Webinar: IoT and Implications for Organizational Structure 

    With the emergence of smart, connected products, however, this classic model breaks down. Please join James Heppelmann, co-author of the HBR article “How Smart, Connected Products Are Transforming Companies,” as he discusses the new need for companies to coordinate across product design, cloud operations, service improvement, and customer engagement. In this webinar, you will learn about new ways to structure collaboration between IT and R&D, the need for a unified data organization, and much more.
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  • admin 9:52 am on September 3, 2015 Permalink
    Tags: Aligned, , , , Structure   

    Is Your Information Structure Aligned with the Corporate Strategy? 

    So, your organisation just went through yet another restructure! You notice that the new structure does not look very different to the last one 6 months ago and again not vastly different to how it was 20+ years ago and likely to remain for the foreseeable future, with the exception of Heads that change!

    Source: England.nhs.uk

    By keeping the general organisation design this way the top level management can maintain span of control by establishing boundaries and rules of behaviour to ensure certainty that the organisation’s resources are efficiently managed to provide best return on investment. This sort of organisation structure, generally recognised as mechanistic or bureaucratic is commensurate with a view that strategy is formed at the top of the organisation and the rest of organisation is seen as a means of implementing the strategy. While generally not visible in the organisation chart, other forms of design co-exist (e.g. matrix structures) in most organisations, to enable new product development, geographic integration and cross-functional coordination.

    In this resource-driven paradigm, enterprise information is considered a corporate resource and is centrally managed. Corporate managers continually enhance and ‘ring-fence’ corporate data as part of the planning process with an expectation that it can be tapped at any time with the reliability, stability and certainty of achieving a predictable value from it. For top level managers and the customer-facing employees the enterprise information becomes mission critical and a proxy to the state of affairs of the organisation. So, the limits imposed on the organisation’s database are based upon the managers’ own perception of their value as information. In this context, relational databases, SQL, strict service levels for concurrent query workload management become the norm. From this perspective, hierarchical organisational structures, SQL and relational databases join the ranks of death and taxes.

    This is not to say that bureaucratic organisational structure is the only design or ideal or desirable design for a number of reasons: globalisation, mergers and acquisitions, horizontal / vertical integration, outsourcing, crowdsourcing, digital transformation etc. Henry Mintzberg, one of the most influential researchers in organisational strategy wrote the book in 1980, “Structures in Five: Designing Effective Organisations”.

    Mintzberg advises organisational strategists to change the precise configurations of their organisation regularly by adjusting the 5 essential components of the structure (i.e. Strategic Apex, Middle Line, Operating Core, Techno-structure, Support Staff) while maintaining the basic form (i.e. Functional hierarchy; Divisional hierarchy; Adhocracy; Network organisation etc) for ensuring control (see example pictures below). Most notable of these is Adhocracy, which has very little formal structure for companies facing complex and dynamic environment with highly skilled professional specialists in their organisation who work together through a process of mutual adjustment.

    Source: lindsay-sherwin.co.uk

    Among companies that have leveraged such informal structures is 3M Corporation, which regularly formed a small number of teams to try out new ideas; some die out fairly quickly, but others develop into new growth opportunity that spins off as new ventures or even separate divisions. A notable example is the Post-It Note that was developed out of the bootlegging program.

    Why should enterprise information architecture and structure, on which the executives, managers and employees who rely on for running their business be any different? Is the enterprise information structure adapting to dynamic changes? Why not use Discovery Analytics that minimises risks to derive greater value to the enterprise?

    Much as how organisation strategy and organisational structures have evolved over time, digital (i.e. Online, social network, social media ,etc) is transforming the information landscape of the enterprise into loosely coupled and non-coupled data structures that co-exist with tightly coupled structures (see diagram below) to enable enhanced intelligence from advanced analytics. In fact, machine learning is becoming a big driver because of its implications for the service industry wherein many traditional services type activities can be done by computers more quickly, more cost effectively and more accurately.

    In this digital age, Teradata’s Unified Data Architecture allows the flexibility for organisations to adapt to the changing attitudes and behaviours of customers by seamlessly integrating all types and structures of data to enable strategic and operational intelligence.

    Hence, on the one hand, the extent of information at the core is limited by the boundaries drawn up by the managers, and on the other hand, expanded by the variety of enterprise data accessible by the customer-facing employees. So, modern enterprise information is the consequence of a complex mix of structured and semi-structured data that transform perceived information into actionable decisions by using the skills of employees for the benefit of improved communication and organisational performance. Is your Information Architecture aligned with the corporate strategy? Do you have business governance in place to ensure Discovery Analytics is in the corporate agenda?

    Sundara Raman is a Senior Communications Industry Consultant at Teradata. He has 30 years of experience in the telecommunications industry that spans fixed line, mobile, broadband and Pay TV sectors. He specialises in Business Value Consulting, business intelligence, Big Data and Customer Experience Management solutions for communication service providers. Connect with Sundara on Linkedin.

    The post Is Your Information Structure Aligned with the Corporate Strategy? appeared first on International Blog.

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