The desired outputs of an organisation should determine the management structure adopted, but the reverse is often the case as the ability to deliver has become a function of the existing structure.

Hierarchies can be slow to change. An out-dated management structure may persist because the products and services an organisation offers have changed with evolving markets, regulation, technology or fashion. Equally, it may be that the organisation itself has developed into the next phase of its existence as a more mature entity. Either set of circumstances may leave an organisation constrained, not by the individuals that have led or are leading it, but by the culture and practices that have become endemic and established over time.

PGC can advise on appropriate measures to enhance the delivery, performance and efficiency of increasingly complex organisations. With judicious adjustments to leadership roles and responsibilities the cultural and structural obstacles to improvement can be reduced or removed. With inherent sensitivities, the process that leads to streamlined and more productive management needs to be both robust and trusted.

It can be difficult to achieve even the most modest improvements if such an exercise is not championed from the very top. It can prove awkward and maybe ultimately unsuccessful if it is an internal member of the organisation that attempts to drive the transformational process of his or her peer group.

PGC will ensure proper sponsorship of the project objectives and aim to engender shared “buy-in”, before taking a leadership team through a thorough examination of its functional and operational responsibilities, then identifying and exploring options for improved performance and efficiency.

© PGC 2006