Organisation Design : Part 2

I mentioned in Part 1 lean manufacturing and business process re-engineering (BPR), and the start of the transition from task to talent.

Implementing Lean manufacturing and BPR meant continuously looking for improvements, eliminating inefficiencies. This resulted in often rethinking and restructuring organisational #workflows, roles and responsibilities.

Whereas #jobdescriptions had been very task oriented, they became increasingly skills-focussed because tasks were continuously scrutinised and amended. Rather than a description made up of rigid tasks, job descriptions now included elements such as problem solving, cross-functional working, continuous improvement mindset, flexibility. This shift meant there was more emphasis on employee’s broader skills and capabilities.

Task oriented organisation structures made way for the need of much more fluidity, flexibility.