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2021 | OriginalPaper | Chapter

9. How to Prepare for the Transition

Author : Jeroen van Bree

Published in: Organization Design

Publisher: Springer International Publishing

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Abstract

Once the strategic design has been completed, it should be submitted to an impact assessment. The outputs of the impact assessment will be points of refinement for the strategic design and the issues to be addressed in the detailed operational design and transition plan. The impact assessment consists of a theoretical test and a practical test of the organization design. The latter takes the form of a ‘stress test’ in which business scenarios are used to explore the consequences and potential shortcomings of the design. If, based on the results of the impact assessment, the steering committee decides to take the strategic design forward, a detailed operational design needs to be produced. Two important elements of the operational design are the size and composition of the teams that will populate the structure and the governance model; the latter pertains to leadership roles and management processes. In addition to the operational design, the second deliverable of the ‘prepare transition’ stage is the transition plan. In it, the transition strategy needs to be described in terms of the choices for staging, pacing, sequencing, and governing the transition. In addition, the people processes that are associated with the transition need to be laid out.

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previous chapter How to Link the Efforts of an Organization
Footnotes
1
This text does not offer specific guidance for job design. Lowlands SocioTechnical Systems Design (De Sitter et al., 1997; Kuipers et al., 2020) and Job Characteristics Theory (Hackman & Oldham, 1976; Hackman & Wageman, 2005; Oldham & Hackman, 2010) offer great resources for designing roles and jobs, in line with the design philosophy of this book.
 
2
For a more extensive description of the design of this ‘vertical structure’ of management layers, see Chap. 6 of Worren (2018).
 
3
The work of John Kotter (1996, 2014) is a popular entry point to change management for practitioners. For a review of Kotter’s and other models, and an integration with scholarly research, see Stouten et al. (2018).
 
4
I refer the interested reader to Boxall and Purcell (2016) and Heneman et al. (2018).
 
5
Chapter 14 of Kesler and Kates (2011) and Chap. 7 of Stanford (2018) offer guidance on aspects of project and change management as they specifically apply to organization design transitions.
 
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Metadata
Title
How to Prepare for the Transition
Author
Jeroen van Bree
Copyright Year
2021
Publisher
Springer International Publishing
Book
Organization Design

Print ISBN: 978-3-030-78678-6

Electronic ISBN: 978-3-030-78679-3

Copyright Year: 2021

DOI
https://doi.org/10.1007/978-3-030-78679-3_9