Designing Organizations Harvard Case Solution & Analysis


  1. Managing Talent
  2. Reward System
  3. Organizational Structure
  4. Information & Decision Processes
  5. Leaders

Analysis of Alternatives

  1. Managing talent

Redefining the relationship between the company and employees. Employment is not for a whole lifetime, but it is for as long as the individual has required skills and knowledge. Change-prefer organizations hire those employees who believe in change and are not rigid only to their job description. Individuals must be informed about “Change Policy” before hiring them. According to change policy when hiring an individual is done, he/ she must be given normal training, and this will necessarily be an enduring procedure with a focal point on the talent and understanding which is compulsory to support change.

  1. Reward System

Rewards encourage both the current performance and also a change. It will be right process if companies offer rewards on the continuous performance basis (Change Basis) as compared to just for performance basis. Team rewards are also helpful in order to motivate a team for shared need of change. Rewards and pays should not be given on the basis of superiority, but on the basis of what an individual can perform. Individuals with right skills must be retained because he/ she has a market value so pay basis should be based on what individuals can do, not on the job.

  1. Organization Structure

The basic design rule is to increase the face area of the organization by connecting as many people as possible with the external environment. Because the organizations who believe in change also believe in being close to the external environment as much as possible by themselves and also by their all employees not just only decision makers. This external environment includes many stakeholders like regulators, government officials, suppliers, the local community, spin doctors, watchdog groups, and more importantly the customers. The employees not only have to focus on coordination of functional, product, service and any other issues, but these all interconnected structures require employees to take into account the benefit of the customers and other stakeholders.

  1. 4.      Information & Decision Processes

In order to have a good decision making, the whole information must be up-to-date and crystal clear, which indicating the current situation of the organization and its ability of how much it is able to adopt and execute the change. Most of the time annual budgets discourage the change due to which a company has not clear picture of its current position that where it stands in the market as a contrast to its rivals. Performance based information systems enable the employees to make and execute decisions as and when required in built-to-change companies.

  1. 5.      Leaders

The need for mutually leadership is necessary for organizations where change is encouraged. Mutually leadership is necessary because it supports the alternate for the chain of command, put together a deep pool of leadership talent and all leaders knows the external environment and internal capabilities so that they can make and take decisions at any time where traditionally they have to take permission from the senior authorities. To become the change-preferred-organization, every company has to introduce the leadership programs which include all employees not the star ones.


In a continually changing world, an organization must support the plan of adopting & executing, and as well as re-adopting & re-executing a strategy on a continuous basis. On the other hand, the conventional design structures do not support the idea of change. So to make them built to change from not-made-for-change the organizations need to value basic design assumptions regarding managing talent, reward systems, structure, information and decision process and leaders....................

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