Embracing Efficiency: The Spans and Layers Approach in Organizational Design Organizations continually seek methods to streamline operations, enhance efficiency, and boost productivity. One effective strategy that has gained prominence is the Spans and Layers approach. This method simplifies reporting structures and optimizes management bandwidth to focus on strategic goals. What is the Spans and Layers Approach? The Spans and Layers approach in organizational design involves adjusting the number of direct reports a manager has (span of control) and the number of hierarchical levels (layers) within the organization. This strategy aims to create a leaner, more agile organization with quicker decision-making capabilities and reduced bureaucracy. Key Performance Indicators (KPIs) to Monitor Implementing the Spans and Layers approach can significantly impact an organization's operational dynamics. Here are three critical KPIs to monitor: Span of Control: This KPI measures the average number of direct reports per manager. An optimal span of control ensures that managers can effectively lead their teams without being stretched too thin, promoting better communication and employee support. Employee Engagement Scores: This metric is crucial to gauge the morale and satisfaction of employees within the new structure. High engagement scores are often correlated with increased productivity and lower turnover rates. Operational Efficiency: Measured by the ratio of operating costs to total revenue, this KPI helps organizations track the financial benefits of restructuring. Improved operational efficiency indicates that the company is leveraging resources more effectively, contributing to better financial health. Best Practices for Implementing Spans and Layers To effectively implement this approach, consider the following best practices: Comprehensive Planning: Conduct a detailed analysis of the current organizational structure before restructuring. Understand the roles, responsibilities, and workflows to identify potential redundancies and areas for consolidation. Clear Communication: Keep communication channels open with all stakeholders. Explain the reasons for the change, the expected benefits, and how the process will unfold. This transparency helps manage change resistance and keeps the workforce aligned with organizational goals. Continuous Training and Support: As roles and responsibilities shift, provide ongoing training and support to help employees adapt to their new roles. This support is crucial for maintaining productivity and morale during the transition period. #Leadership, #BusinessTransformation #OperationalEfficiency #OCM
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An artist, sound designer and solid human and someone who embraces creativity through emergence. Enjoy!
Transduction Signal hosted by Trovarsi & Orly Gal -- Guest: Blush Response
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Diversity and inclusion are demonstrated through behavior and action.
Developing and Leading High-Performing Teams | Driving Excellence and Efficiency Across Multiple Industries
At Turnberry Solutions, we deeply value diversity and inclusion, making it a cornerstone of our culture and one of our values. Here are two recent examples that showcase our commitment: Example #1: Our company recently sent out a memo reaffirming our dedication to inclusion and respect for all individuals. We believe that "everyone should be treated with respect and dignity," and we stand against any form of discrimination. Example #2: Last week, we had a DE&I training event focused on conscious inclusion. This week, a small, cross-function group of us gathered to discuss how we can make these practices stick. It was a great conversation, and I can't thank Haley Meissen, Jordan Storrick, Kiley Simonovitch, Kellie Koschmeder, Cassie Masloski, and Niveditha George, MBA enough for their insights and participation. Inclusion is more than just a policy; it's a practice that takes effort! By fostering an environment where everyone feels valued, we drive innovation, retain top talent, and build a stronger, more unified team. Together, we can make a difference and inspire positive change. #DiversityAndInclusion #ConsciousInclusion #TurnberrySolutions #TeamWork #PositiveChange
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Thank you Matt Riordan for sharing Peter Statsenko's thought leadership and sharing the value of self-evaluation to improve our accountabilities in the Scrum framework. Great insight to think about over weekend!
I was a bit reluctant to speak on this topic. Felt too self-congratulatory. And yet the issue is valuable to share. In the Agile community there are often lots of discussions about true value of certifications and "ranks". What makes a good or true Scrum Master. Today I'd like to mention an organization with a different approach. A step away from classical multiple-choice and essay questions. And more of a simulated interview/peer review. That organization is ScrumMatch What they do is offer an external assesment, in several steps. First you fill in a pretty detailed profile, mentioning your past Scrum experience, success, challenges. And based on passing that- an interview is scheduled, with two very experienced specialists from their side. The interview takes up to 1.5 hours, as necessary. The 'levels' they assign are also quite unique. And they might seem harsh, at first. (I'll leave a link to the full text, but will mention the basics) (They also dont call it "Levels", just adding those for simplicity) "Level 0" 38% of candidates: This is NOT a true Scrum Master "Level 1" 10% of candidates: This Scrum Master has Scrum knowledge "Level 2" 13% of candidates: This Scrum Master knows how to apply Scrum foundations "Level 3" 14% of candidates: This Scrum Master knows how to improve the use of Scrum "Level 4" 14% of candidates: This Scrum Master uses Scrum to improve the product "Level 5" 8% of candidates: This Scrum Master uses Scrum to optimize the product value stream "Level 6" 3% of candidates: This Scrum Master uses Scrum to optimize the whole organization The fun part? Some of the people at "Level 0/1" arent new Scrum Masters. But have been doing it for years. I am not saying this as some kind of supremacist criticism or finger-pointing. Because my guess is no one really taught those people. No one gave them a fair assesment, or advice. The king might be naked...and not know it. Aside from this 'Level assesment' the interviewers also give a LOT of practical advice, on what to improve, what notes or books to read, and how to move forward. This openness is very, very, very important. Oh, and the bragging part is in the attached picture. I feel really awkward posting it. As in my mind I am not there yet. And thats also an important message. Sometimes we are so deep in our own heads, in our own percieved flaws- we cant estimate or evaluate ourselves honestly. We may be our own worst critic, and undeservedly so. Thank you for reading. Hope my post inspires you to reach out as well.
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