Organisation's strategy of BBC

Organisation's strategy of BBC

Organisation's strategy of BBC

Introduction

Structure of an organisation and the organisation's strategy

Organisations have a formal structure which is the way that the organisation is organised by those with responsibility for managing the organisation. They create the formal structures that enable the organisation to meet its stated objectives. Often these formal structures will be set out on paper in the form of organisational charts. However, in the course of time an informal structure develops in most organisations which is based on the reality of day-to-day interactions between the members of the organisation. This informal structure may be different from that which is set out on paper. (Spangenberg, Jochen, 2006, 62-78)

Informal structures develop because:

People find new ways of doing things which they find easier and save them time

Patterns of interaction are shaped by friendship groups and other relationships

People forget what the formal structures are

it is easier to work with informal structures.

Sometimes the informal structure may conflict with the formal one. Where this is the case the organisation may become less efficient at meeting its stated objectives. However, in some cases the informal structure may prove to be more efficient at meeting organisational objectives because the formal structure was badly set out. 'Structure follows strategy' is a popular catchphrase at organisations. The structure of an organisation must support the objectives that the organisation sets for itself, but in many cases it seems to be the other way round. A changed strategy often requires adjustments to the structure and governance of the organisation. For this reason it is important not only to hold the strategy up to the light frequently, but also to regularly pose the question of whether the current structure and governance are still the most effective. (Spangenberg, Jochen, 2006, 62-78)

Explanation

What is the best steering philosophy to maintain at the headquarters: strategic, financial or operational? Which structure strengthens the strategy: functional, regional, product or market driven? Via which structure can we best serve our clients? What role and position do corporate and other staff functions play in realising the strategy? What is the ideal balance between decentralised entrepreneurship and central coordination? In which areas would synergy be realised through shared service centres, for instance? How are new acquisitions successfully integrated? What does the organisation do itself and what is outsourced? What demands do new alliances and networks of alliances make on the organisation and the governance? What competences must managers have to be successful? Do we have a culture that fits in with strategic goals and does the culture fit in with the organisational principles? All of these are questions that businesses and organisations want to see answered. Based on our broad practical experience, we adhere to a few general starting points for organisational development. In our view there is no such thing as an ideal organisational structure, for instance, and there is not just one suitable structure per organisation. A structure and steering model are always temporary and are a means, ...