What are the most common organizational design framework mistakes?

In my work with diverse organizations, I've seen the fallout from mismatched frameworks—inefficiency, misaligned goals, and poor communication are just the start. A wrong structure can stifle adaptability, sap morale, and waste resources. For a business to thrive, it’s crucial to choose a framework that aligns with its scale, complexity, and objectives, ensuring smooth operations and satisfied customers.

?? In my experience, the selection of an organizational design framework is often nuanced, involving more than just aligning with business size and complexity. ?? Industry Context Frameworks vary based on industry needs. Some excel in dynamic sectors, while others suit stable environments. Know industry-specific challenges for framework choice. ?? Global Operations Today, consider global needs. Choose a framework supporting global integration and local adaptability for international businesses. ?? Agility and Growth Framework adaptability matters. Rigid structures limit growth and market adaptation as businesses evolve. ?? Choose wisely. The right framework aligns with industry, global, and growth needs.

I believe there should be a mistake #0. Start thinking about a framework without fully understanding today's organizational problems and challenges. There is a very traditional saying in Brazil: "a vaca foi para o brejo", which literally translates to "the cow went to the swamp". We all know (do we?) that once a cow is stuck in the mud it is very difficult to take her out of there. So, without understanding why the cow decided to go to the swamp it is not useful to even think of a framework that will probably just accelerate the cow's journey to its death. Also, a lot of framework salespeople are just a new incarnation of those old snake-oil ointments sellers that will promise the cure even for pancreatic cancer.

Communication both top-down and bottom-up helps embed principles and frameworks. Ensuring engagement from every one improves the organisation, brings people along the journey and gives them a voice, and helps prevent miscommunication.

In my experience failing to communicate the framework clearly & Effectively the individuals not aware of the role & responsibilities and the expectations it leads to more conflicts and duplication of work which creates large gaps in the process flow. This leads to the disruption of the organization as well as human factor consideration fall apart as a result. Therefore defining "Roles & Responsibilities" leads to a more transparent work frame.

Usually, a failure to communicate the framework already shows the ones implementing (or proposing) the framework are not addressing a root, underlying communications problem within the organization. First detect and fix organization problems. It is OK to use a framework (anyone) to help with the detection of the lack of communication and find ways on how to solve it.

As always, remember the Agile Manifesto: Individuals and interactions over processes and tools. People have to agree that a framework is a valid tool to improve people's lives and their interactions.

Yet, it is important first to clearly understand the organization's problems, what is the outcome expected of the adoption of a given framework, adopt it and, only then, adapting or evolving it. I have seen organizations implement a few Scrum ceremonies and being happy by marginal gains. Scrum is just an example here. The Daily Meeting improves communication and with this transparency and learning. Productive raises up a bit and people start to think all is well without really introducing the whole framework proposal, which could really help the organization a lot before people start saying: "Oh, Scrum is not a perfect fit for us." Just replace Scrum by your framework of your preference and you will have similar stories to tell.

A standalone point in time exercise that is never revisited doesn't add much value. Continuous improvement and assessment allows for further development, lessons learnt and adoption of best practice.

Also, try to establish some measures that reflect the moment before the implementation of a framework. If you don't know where you are right now all future measures will not be that effective.

These are great, and one more to add—-you are not building this for the current staff—no names in boxes until the design is final. Never construct it around a person you have now. Remember that some positions will be empty at first and others will need to be eliminated.