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Milestone three- Organizational Structure and Culture Report
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Course
Measuring Success in an Org (MBA 620)
156 Documents
Students shared 156 documents in this course
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Southern New Hampshire University
Academic year: 2024/2025
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Milestone Three - Organizational Structure and Culture Report
Nicole Henry
Southern New Hampshire University
MBA 580 Innovation and Strategy for High-Performance Organizations
Alyssa Dassa
July 13, 2024
Milestone Three - Organizational Structure and Culture Report
Current Organizational Structure
The current organizational structure operates with a tall matrix. In this type of structure,
decisions are made by the upper management. Due to the many levels of hierarchy, this structure
has many disadvantages. Communication with employees on the lower level can be slow, but
this process does make it easier to implement new policies and procedures, and it limits open
communication. This environment is known to be rigid and inflexible, and specialists often
commonly work on multiple projects at a time under various project managers.
There are some advantages of the current tall organization matrix. Due to an increased
number of managers, employees are under close supervisory control. They were making this an
authoritative structure where roles are clearly defined. In this structure, the responsibility falls on
the higher authorities.
Our Company's vision is to ensure that we meet our ten-year (IOT) Internet of Things
goal, but continuing in the current structure will make this goal unachievable. Currently, these
goals are being set through the hierarchy setting, meaning only a handful of executives are
making decisions; this is considered the tall matrix structure. Within the Company, creativity is
non-existent, and our cross-functional teams do not work well together. The non-existent
creativity limits innovation in many ways. With rigid controls, employees focus on time-
consuming tasks, communication barriers, and the hierarchy platform makes it difficult for
employees to express their ideas and limits the time and tools for creativity. The current
organizational structure will make this vision hard to obtain.
The Company's current structure will make it challenging to address changes in the
market demand. Consumers are our key. Our employees work directly with customers; this
Moving forward, the decisions will no longer be solely made by executives and other top-
level managers. The process to obtain the deliverable may be extended and needs an effective
cross-functional team with effective communication. Feedback from members can be gathered to
ensure the project's success, and communication can be done through surveys, focus groups, or
interviews. Any negative feedback would be promptly addressed through communication with
the whole team, changes would then be implemented, and a re-evaluation of the project timeline
and communication would occur. Following these guidelines would assist in ensuring success.
In addition, projects will be done by team members who are devoted to that project; team
members will no longer be working on multiple large-scale projects simultaneously. The stage-
gate process will be followed for projects, allowing those participating to make decisions.
To compete with competitors who have launched a prototype of a fully autonomous
luxury sedan, our Company needs to be able to adapt more rapidly to the changing external
environment. The Stage-Gate process will now assist with new project development. This will
allow the Company to break up the project into smaller manageable segments. The stage-gate
process will help us transition to a discontinuous innovation process and allow our Company to
maneuver the needed change.
Idea
Generation
Gate 1
Stage 1 - scoping
Gate 2
Stage 2 – Build
Business Case
Gate 3
Stage 3 -
Development
Gate 4
Stage 4 – testing
and validation
Gate 5
Stage 5 – Launch
Post Launch
Review
To make the enterprise more responsive to market demand, we will focus on the ability to
pivot and collect accurate and current customer feedback. By utilizing the stage-gate innovation
approach within the project management teams, we are allowing a quicker response to ending or
changing innovations that are not working. Thus allowing more time to focus on innovations that
are more important to market demand.
How changes support innovation
Culture is regarded as the primary issue for innovation. Without the proper culture within
the workplace, innovation becomes irrelevant. Without innovation and creativity, a company will
soon lose its competitive advantage. When companies wait too long to promote innovation
within their Company, they may not have the capital once they realize their mistake, causing the
business to fold.
Our current culture within the organization works against innovation. The tall structure
limits decision-making to only top managers and executives. This structure created distrust
among the employees, highlighted by the tight control of resources and central leadership.
Having only a handful of people at the top of the hierarchy making decisions allows no room for
employees to be creative. Instead, they must meet the demands and ideas of those in top
positions and work on projects that may ultimately fail. To create an innovative and creative
atmosphere, the Company must have a trusting and open environment with a critical emphasis on
communication.
Communication in the current structure is not fostered; the upper management makes the
decisions, and the lower-level employees must follow and obey them. There is no open
communication or discussion. This approach conveys to employees that their ideas are not
References
Southern New Hampshire University. (2001). Innovation, Strategy, and High-Performance
Organizations
Taking your state gate to the next level. 2023. Strategos. asana/resources/stage-gate-
process
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Milestone three- Organizational Structure and Culture Report
Course: Measuring Success in an Org (MBA 620)
156 Documents
Students shared 156 documents in this course
University: Southern New Hampshire University
Was this document helpful?
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Milestone Three - Organizational Structure and Culture Report
Nicole Henry
Southern New Hampshire University
MBA 580 Innovation and Strategy for High-Performance Organizations
Alyssa Dassa
July 13, 2024
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