After the acquisition of NordGlass, AGC Automotive wanted to design a new organisation to maximise collective intelligence and book synergies.
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In every human organization there is a tension between its designed structures, which embody relationships of power, and its emergent structures, which represent the organization’s aliveness and creativity. It is not about discarding designed structures in favour of emergent ones. We need both. Skilful managers understand the interdependence of design and emergence. They know that in today’s turbulent business environment, their challenge is to find the right balance between the two.
We started with our organisational agility assessment tool to assess the structural and cultural agility of both entities.
We then mobilised a diversified and representative group of people in several workshops to reflect on the main elements of the organisational design.