- Futureproof organization development targets building an ambidextrous organization pattern capable of delivering both scale and agile capabilities simultaneously. Building organizational advantage requires most businesses to elevate the organization development function and build a strong, continuous strategy-to-organization process. Our experience shows that businesses targeting switching gears from restructuring to growth need dedicated efforts to adapt their organizational capabilities from scale to ambidextrous
- Arthur D. Little brings a comprehensive organization development toolbox and assessment framework to inform on current status, development gaps and direction setting for organization development. We have long-standing experience in working side-by-side with clients on their transformation journeys, ranging from focused interventions to broad organization development programs
Missing Content !
- Companies usually rely on law firms to manage the complete collective-dismissal procedure associated to restructuring processes. However, law firms often have no capabilities to perform the expert analysis and stakeholder management needed to support the case, and they subcontract them to different niche firms or even self-employed experts, or perform it directly, in both cases, sub-optimally.
- Our value proposition fills the gap between restructuring processes and collective-dismissal procedures. Arthur D. Little has partnered with top-tier law firms in order to deliver an end-to-end proposal to companies. Our value proposition is to integrate labor issues within restructuring processes, bringing in methodology and expertise for market analysis and organizational design, as well as change and stakeholder management, that law firms do not have. We manage the process and have the law firms as expert advisors, ensuring a single focal point for the client and guaranteeing control over the end-to-end process.
Post-merger integration (PMI)
- Mergers and acquisitions are great opportunities for growth, but they are among the most challenging activities companies can undertake. Failures are frequent and risks are high. Post-merger integration demands distinct analytical and practical work, as well as social and behavioral competence. The PMI process is extremely complex to handle, and often a cause of frustration for management, shareholders, customers and employees. To achieve long-term success, disciplined leadership throughout the merger process is essential. The vast number of issues that surface require strong priority setting, master planning, implementation and follow-up.
- With our long history of successfully supporting companies in mergers, acquisitions and alliances, we help our clients manage post-merger integration in line with specific industry and company requirements.
- Our side-by-sideTM approach to managing organizational change has proven to be highly successful on a global scale. It provides companies in a wide range of industries with a systematic architecture for managing change and creating the structures, processes, and capabilities needed to achieve the business results they desire.
- To implement true and lasting change, we focus on the cultural issues that support the way people work. Sustainable improvements are possible only when you embrace the human face of change. Our aim is to work with clients to build their change management capabilities in the short term, as well as to improve performance over the long term.
Unwritten Rules of the Game™
The objective of the Unwritten Rules of the Game (URoG) appraisal is to uncover the logic driving individual behaviors in an organization.
The Unwritten Rules of an organization link together three key questions: What is important, Who is important and Which conditions influence behavior.
The center of URoG assignments lies in interviews with management on different levels, in order to determine which unwritten rules in the organization influence organizational behavior in a significant way.
By determining the URoG of an organization, undiscussables are made discussable, and management is helped to define moves to correct misalignments and eliminate organizational problems that hamper real change and development.
Knowledge and the ability to draw on a company’s core competencies are becoming more and more important in today’s competitive landscape.
Companies are often in the process of streamlining their businesses, with outsourcing of non-core activities as a frequently used measure. Identifying the core competences is not only identifying what people are best at, but also what is commercially most attractive.
Our Core Competence Analysis helps define what is truly unique about a company, and puts emphasis on leveraging core competencies through strategic architecture and organizational learning.
The importance of knowing one’s core competencies is hard to overestimate, as they provide access to significant markets, increase perceived benefits of end products, and are difficult for competitors to imitate.
- The future success of any company depends on how effectively the organization adjusts to challenges, such as decreases in performance, aftermath of mergers and acquisitions, strategic shifts, competitive pressure, and customer-demand changes. A company’s ability to adjust to new challenges is defined by the flexibility of its organizational capabilities, the actual organizational structures, the processes, the quality and motivation of its people, and the openness of its culture.
- Arthur D. Little’s overall aim is to help your company to gain competitive advantage by designing and implementing the organization that best fits your purpose. We have, for example, developed the High Performance Organization (HPO) model, which has proved itself in many cases in a wide range of industries. The HPO model enables a holistic view of your organization’s structure, processes, and resources in close connection with your strategic opportunities.
Balanced scorecards (BSC)
Translating strategy into success
- Balanced scorecards (BSC) bridge the typical gap between well-defined strategies, perspectives, key ratios, actions and budgets. In a knowledge-based environment, the ability of organizations to develop, nurture and mobilize their tangible as well as intangible assets is critical for success.
- Financial measures do not fully capture the value-creating activities of an organization’s intangible assets: the skills and competencies of employees, efficient and responsive processes, innovation with products and services, and customer loyalty and relationships.
- BSCs are created to stimulate these activities. In this manner BSCs help align business units, shared service units, teams and individuals to achieve the overall organizational goals.
- Arthur D. Little is brought in by clients not only to develop BSCs, but also to redesign and challenge proven sets of BSCs in the continuous process of strengthening management, setting targets, benchmarking and using leading and lagging indicators.
- Arthur D. Little has been heavily involved in creating and shaping organizational learning in a vast number of client situations.
- As the importance of information has increased, at the same time information overload has become a real proble. Therefore, making sure the right information is transmitted at the right time has become an important task for many organizations.
- The concept of the learning organization is that successful organizations must continually adapt and learn in order to respond to changes in the environment. The idea of a “learning organization” suggests that there is some learning in an organization that occurs over and above that undertaken by individuals.
- Making sure key information and learning are institutionalized, and that the learning process of a company is understandable, coherent and vital, are tasks with which Arthur D. Little can assist.
- Lean provides a range of flow, productivity and waste minimization techniques, but is also a management philosophy that makes people feel involved and motivated. It can also dramatically reduce the cost to serve your customers and improve quality.
- The goal of Lean production is described as “to get the right things to the right place at the right time, the first time, while minimizing waste and being open to change”. We acknowledge the Toyota Production System as the key source of inspiration for Lean.
- Arthur D. Little is frequently asked to launch Lean in various sectors, in both manufacturing and service organizations. To do so, we bring together teams with capabilities in operations, strategy and organization that are qualified for the pursuit of perfection.
Integrated management system
- In many organizations, internal management practices are seen as separate components and only loosely tied together. The purpose and parts of such a management structure are often blurred and difficult to define. By aligning goals, processes, KPIs, and document structure – to name some parts of what is generally referred to as the management system – improved steering can be achieved, as well as increased clarity and transparency. In addition, a well-designed management system becomes a powerful tool for all employees in the day-to-day work, resulting in increased efficiency.
- Arthur D. Little has considerable experience designing and implementing integrated management systems. In a number of projects, we have worked side-by-side with the client to develop the intellectual structure of the integrated management system, as well as assisting the client with the hands-on change process.
The significance of an organization’s knowledge and intellectual capital becomes apparent by the fact that intangible assets have come to dominate the value of companies.
Investors and analysts increasingly relate a company’s value to its ability to generate, use and grow its tangible assets: fast and transparent knowledge generation, coupled with powerful management of intellectual property, help your organization to increase this value.
The aim of the Arthur D. Little's root-cause analysis method is threefold.
- To understand the underlying reasons that a problem exists
- To ensure that the cure treats the true sources of problems instead of merely treating the symptoms
- To extend thinking beyond barriers of tradition and organization
This “why” analysis has proved very successful in a large number of cases, with its focus on finding true reasons for underperformance instead of finding cures to symptoms.
Once root causes are known, their contributions to the performance gap can be quantified and they can be addressed in the right order.