Complexity induced by strategic choices, multi-dimensional matrix organization, alliances or partnerships decided on a global scale: all these elements make the chains of responsibility and the hierarchical links less distinct.

A successful organization is based on an agile structure and mobilizes the right resources. It has a performance culture in its genes, which fosters employee engagement. It is flexible and capable of integrating new opportunities offered by digital technology into its operating methods to gain flexibility and efficiency. Furthermore, simplification must be at the heart of the transformation of organizations, driven and initiated by the employees themselves.

To be effective, any operational model must be aligned with the organization’s strategy. The central and governing functions set the trajectory to be followed, provide the impetus for any transformation and create the capacity to drive the entire organization.

They also support the operational functions by providing methodologies and tools, while avoiding excessive reporting.

The company will ensure that it mobilizes the right skills within well-sized structures to implement strategic objectives. A matrix organization has a natural tendency to grow, to create intermediate layers and to generate time-consuming processes.

To remain flexible and avoid lengthening decision chains, an organization must regularly simplify its workings and operating methods and eradicate unnecessary complications. The implementation of “lean” processes gives more clarity on roles, responsibilities and operating modes. The solutions brought by the digital revolution should reinforce operational agility and improve cooperation between actors.

All these changes take time and can be rejected by the institution if they are not accompanied by appropriate communication, combined with clear pedagogy in order to win the support of the employees concerned.