MOST Analysis

Mission Statement

The digital transformation of an organization is not just about adopting new technology, setting up an innovation lab, or moving to a new platform. There are a lot of organizational factors that affect how the transformation unfolds. One such important factor is the organizational structure. Digital transformation cannot be executed successfully if the organizational structure and the decision-making processes are not conducive to this change. For IT transformation to be successful, there has to be minimum friction and an acceptance to change. If the organization’s structure or culture does not contribute to the adoption of these changes or if there is a lack of information flow in the organization, there will be a mismatch between the expected outcome and the reality of the transformation initiative. So, it is important to take the organizational structure into account, understand how it approaches change, and realize what modifications in the structure would be necessary to implement the digital transformation process successfully. One common trait of organizations with a digital mindset is that authority is distributed among all levels. Senior leadership still hold their position as policymakers and set the vision and goals for the organization, but the technology and business teams are empowered to make decisions for successful implementation and smooth transition. Organizations that are too rigid about their processes or do not trust their employees’ decision-making capabilities limit the agility and growth of the transformation process and the organization as a whole. This also makes employees indifferent and even resistant to change. For successful transformation to a new digital landscape, teams have to be given ownership of their action plans and operations so that they can be fully, and willingly, involved.

---

Objectives

01. Hierarchical Structure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Functional Structure; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Matrix Structure; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Multidivisional Structure; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Flat Structure; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Flatarchy Structure; departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Product Structure: departmental SWOT analysis; strategy research & development. 1 Month
08. Project Management Structure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Network Structure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Team-based Structure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Process-based Structure: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Agile Methodology: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month

---

Strategies

01. Hierarchical Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Functional Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Matrix Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Multidivisional Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Flat Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Flatarchy Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Product Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Project Management Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Network Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Team-based Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Process-based Structure: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Agile Methodology: Each individual department head to undertake departmental SWOT analysis; strategy research & development.

---

Tasks

01. Create a task on your calendar, to be completed within the next month, to analyze Hierarchical Structure.
02. Create a task on your calendar, to be completed within the next month, to analyze Functional Structure.
03. Create a task on your calendar, to be completed within the next month, to analyze Matrix Structure.
04. Create a task on your calendar, to be completed within the next month, to analyze Multidivisional Structure.
05. Create a task on your calendar, to be completed within the next month, to analyze Flat Structure.
06. Create a task on your calendar, to be completed within the next month, to analyze Flatarchy Structure.
07. Create a task on your calendar, to be completed within the next month, to analyze Product Structure.
08. Create a task on your calendar, to be completed within the next month, to analyze Project Management Structure.
09. Create a task on your calendar, to be completed within the next month, to analyze Network Structure.
10. Create a task on your calendar, to be completed within the next month, to analyze Team-based Structure.
11. Create a task on your calendar, to be completed within the next month, to analyze Process-based Structure.
12. Create a task on your calendar, to be completed within the next month, to analyze Agile Methodology.

---

Introduction

Throughout the life of an organization, at least one sort of organizational change will occur. The unavoidable and ever-changing reality of the competitive corporate environment is reflected in organizational changes.

Technology will improve, outmoded systems and processes will be replaced, and the process of organizational change will continue to resurface, forcing leaders to re-evaluate processes and re-establish the new standard.

A good organizational change process protects a company from losing earnings to competitors and missing out on possibilities to boost ROI, save expenses, and boost productivity. The approach is designed to give you a long-term competitive advantage in the market.

“Change is the only constant in life,” – Heraclitus, Greek philosopher

Companies must implement organizational changes that respond to market trends, appeal to consumers, and progress in lockstep with the fast-paced digital world now more than ever.

---

What is the process of organizational change?

The organizational change process is a comprehensive framework for implementing transformative changes across an organization. Every company will experience organizational change at some point, whether it be in the form of planned change, cultural change, process change, transformational change, or changes in the organizational structure. It’s critical to have a comprehensive process in place for any type of organizational change to minimize employee opposition, confusion, and fatal oversights.

Rather of focusing on the specific change at hand, the organizational change process is in place to establish the framework and guidelines for any large-scale change in a corporation. Consider the organizational change process as a hollow structure into which specific projects can be placed and swapped out as needed. The emphasis in developing an organizational change process is on the building of a complete, overarching infrastructure, rather than on the specifics of the change.

When a new firm decides to increase its personnel, find a larger office space, or expand to another state, organizational change may occur. For example, suppose a company’s work culture no longer meets its business objectives, and top executives determine the company’s purpose, vision, and values need to be refreshed. In any case, an organizational change process will lead the change management team through a series of tried-and-true procedures to ensure a successful transition. The current status of the business is called into question when there is potential for the company to function more efficiently and cost-effectively—and there is always room for improvement.

Organizational transformation is an ongoing operation that requires a detailed, 10-step procedure since the current status of the firm should always be reviewed.

---

10 Critical Steps in the Process of Organizational Change:

1. Recognize the problem. Build urgency.

To get everyone on the same page, with the same knowledge and urgency, it’s critical to create a sense of urgency around a change initiative. Urgency can drive change efforts when team members and executives believe that an aspect of the firm has to be improved. Encourage staff to communicate openly and honestly. Communicate what’s going on in the market, what the firm could do to assure long-term growth, where the company is falling short, and what this means for the company’s future. Speak with staff who deal with clients or consumers to support the urgency. Customer support representatives will have personal knowledge of the customer’s problems and complaints.

Even if the numbers are alarming, back up your arguments with verifiable data and statistics. Leaders frequently withhold information that could reflect adversely on their leadership abilities or have a detrimental impact on the market. Real data is required for instilling a feeling of urgency and illuminating the true need for change. Numbers don’t lie, and statistics don’t allow for subjective judgment. Change can be triggered solely by numbers.

This stage is known as the “unfreezing” stage in Kurt Lewin’s change model. To enable the change model, the existing model must unfreeze, thaw out, and melt down. Change leaders are unfreezing the current status quo at this stage, allowing a new status quo to emerge.

2. Determine the type of organizational change and make sure it’s in line with the company’s goals.

It’s vital to figure out what kind of organizational transformation is taking place at this point. Is this a complete shift in strategy? Is there a cultural shift? And there’s another issue that should be on leaders’ thoughts throughout the process: Why is this change required? Step two is similar to step one in that it defines the benefits of the change. Determine how this modification relates to particular business goals as well as the broader goal.

Determine the organization’s threats and foresee potential roadblocks in the future. What impact will these new developments have on threats, roadblocks, and limitations? What role does this transformation project play in advancing and supporting the business strategy? Make a forecast of how and where these changes will fit into the present model, as well as how they will help the organization achieve its objectives. To strengthen buy-in from other leaders, present data/statistics from step one and identify how these adjustments correspond with the company’s success trajectory. To be successful, according to John Kotter, a well-known thought leader in business transformation, 75 percent of a company’s leaders and managers must buy-in to the process of organizational change.

Other change leaders are more likely to buy-in if the proposal for an organizational change is backed up by data, market patterns, and historical facts.

3. Explain how each role will be affected by the changes.

It’s critical for employees and fellow team members to understand how these changes will directly effect their jobs and responsibilities once change leaders have made a convincing case for change. The key to success is effective internal communication.

Clear and open communication will not only keep team members informed about upcoming events, but it will also demonstrate to them that their responsibilities are critical to the company’s success, increasing their feeling of purpose.

Employees are more likely to be engaged and excited when they can see how their position fits into the equation and contributes to the larger picture. Employee participation is critical throughout the organizational change process, as employees will be the ones to implement the new changes and establish the new standard.

Employees must grasp the initial value of these changes, as well as the consequences of these changes and what they can expect to experience in the interim.

4. To assist the change endeavor, assemble a group of interdepartmental change leaders.

If one leader recognizes the importance of change, it is likely that other leaders will have the same perception and motivation to implement a change project. Gathering a group of interdepartmental change leaders shouldn’t be too difficult once organizations have ensured buy-in using the tactics in phases one and two.

Inviting leaders from diverse departments to participate in the change management process and assist in the implementation of change initiatives is a good idea. Hearing the views and opinions of other department heads will broaden your perspective to the entire firm, allowing you to see the true urgency behind the need for change as well as the transformation’