How do organizations drive their businesses forward?

Traditionally larger organizations tend to see more structured departments or teams and a well-defined organizational structure. The organizational structure is how a company delegates roles, responsibilities, job functions, accountability, and decision-making authority. It is a crucial structure to ensure that company goals and visions can be achieved. This is a ‘tried-and-tested’ approach for a sustainable business, almost bullet proof.

When companies have a well-defined organizational structure, it means that specializations are created, and specializations are needed within a company to ensure the company is running effectively. Debateable, however, there is really no such thing as ‘one-man knows all’. If this was the case, we would see the highest in the chain of command carry out all decision making for all functions – even for those which they are not a specialist in – that could likely spell disaster. Instead of giving each function 100% effectiveness, ‘holding onto it all’ results in each function functioning at below standard.

Companies need diversity, also in specializations. Having the professional or specialist leaders for each function carry out their role and being hired for it - they are well equipped to do the job without the need of being ‘told’ what to do.  

Professionals and specialists in their field yearn for respect from their companies, and likewise if companies wish to grow their business and be successful in creating a place where their talent can grow and their leaders can bring value to the business, the company’s shareholders and board must realize and embrace how their ultimate leader is shaping the organizational structure and how effective they are in allowing their functional leaders or specialists do their job.

Companies must understand that when your leaders are about the people that make their business work and not just workers, they are no longer responsible for doing the job, their role is to create the team culture, inspire, coach, mentor, motivate the team to produce the very best work and results. When leadership roles start becoming purely ‘do-ers’, the company may end up with teams that are severely under-led. When companies do not believe in empowerment and do not place trust in their leaders and managers, they should revert to a ‘one-man band’ environment without the need to grow their business or talent pool.

As shareholders, board members, CEOs of companies: ReEnvision your company mission; ReEnvision the talent you have; ReEnvision the talent you need and most importantly, ReEnvision how you treat your most valuable asset, that is, your people.

At ReEnvision Hong Kong, our team members have been insiders in organizations from startups to large conglomerates, and we have seen what works in shaping an effective organizational structure and building teams.

If you are an employer and wish to seek some ideas on how to shape your talent pool or where to find the (perhaps challenging) talent to align with your company goals, reach out to us at admin@reenvisiongroup.com. We will be happy to share our insights.