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Table 1 Items in the survey divided by section, with some descriptive data (the scale used was 1-5)

From: Organization design challenges: results from a practitioner survey

Part/design phase No. Item Average Std. Dev. Often or always a challenge:
Scoping the engagement and preparing the project 1 Creating realistic estimates regarding the time and resources required to complete the project 3.6 1.0 58%
  2 Ensuring that the project team is composed of people with relevant and complementary skills and experience 3.1 1.1 39%
  3 Finding relevant cases from other comparable organizations that we could learn from 3.5 1.2 54%
  4 Creating a common understanding with the client /decision maker regarding the project mandate 3.0 1.1 33%
  5 Identifying who the real stakeholders for the project are 2.7 1.1 24 %
Analyzing the current organization 6 Understanding the implications of the organization’s strategy for the organization 2.9 1.1 33%
  7 Identifying the strengths and weaknesses of the current organization 2.5 1.0 18%
  8 Identifying the mandates or goals pursued by the different sub-units in the organization 3.0 1.1 37%
  9 Understanding the formal governance processes and reporting relationships in the current organization 2.7 1.0 21%
  10 Understanding how people collaborate and/or exchange information across units in the current organization 3.4 1.0 55%
  11 Documenting how the organization utilizes its resources (e.g., in different units, work processes, locations) 3.3 1.0 47%
Developing the new design 12 Gaining consensus among stakeholders for a set of design criteria (or priorities/principles for the new model) 3.2 1.2 42%
  13 Ensuring that the client or decision maker does not make a premature commitment to a preferred model before exploring alternative options 3.5 1.1 59%
  14 Identifying the consequences of the tentative or proposed organizational models (e.g., consequences with regards to coordination, resource utilization, costs, productivity, employee morale) 3.3 1.1 47%
  15 Ensuring that the client and key stakeholders feel a sense of ownership toward the selected model 3.1 1.1 39%
  16 Ensuring that managers and employees (people outside the design team) understand the rationale behind the decision alternatives (i.e., organizational models) 3.5 1.0 55%
  17 Incorporating suggestions and concerns from stakeholders when revising the tentative/proposed model(s) 2.7 1.0 23%
  18 Helping participants in the process see the larger picture, as opposed to “protecting their own turf” 3.7 1.1 62%
  19 Ensuring that the decision maker(s) reach a decision regarding the preferred new organizational model 3.2 1.1 42%
  20 Ensuring that the organizational model that is selected meets the design criteria (or priorities/principles) established earlier in the process 2.8 1.1 27%
Implementing the new organizational model 21 Operationalizing the selected organizational model (e.g., identifying new roles, defining sub-units and interfaces, formulating key performance indicators (KPIs), etc.) 3.3 1.1 49%
  22 Staffing the new organization (i.e., allocating people to new roles, or having people apply for available roles) 3.2 1.0 41%
  23 Adapting the infrastructure (e.g., IT systems, buildings, offices) to the new organizational model 3.5 1.1 52%
  24 Conducting other interventions aimed at achieving changes in knowledge, attitudes, or behaviors to support the new organizational model 3.5 1.0 55%
  25 Evaluating whether the new organizational model achieves the intended effect 3.8 1.0 65%