Organisation design and implementation ORDI

Planning, designing and implementing an integrated organisation structure and culture.

Levels of responsibility for this skill

Updates for SFIA 9

There is an updated version of this skill for SFIA 9.
Theme(s) influencing the updates for this skill: Making SFIA easier to consume (enhance readability/guidance/descriptions), Making SFIA easier to consume (new levels).
New levels have been added at level 3.
Readability improvements have been made to levels 4 and 5.
You can move to SFIA 9 when you are ready - SFIA 8 skill descriptions will still be available to use.
Previous SFIA assessments or skills mapping are not impacted by this change.

Guidance notes

Activities may include — but are not limited to:

facilitating changes needed to adapt to changes in technologies, society, new operating models and business processes
identifying key attributes of the required culture and how these can be implemented and reinforced to bring about improved organisational performance.

The scope of organisation design can be wide — including the workplace environment, location strategy and number of locations required, role profiles, performance measurements, competencies and skills.

Understanding the responsibility levels of this skill

Where lower levels are not defined...

Specific tasks and responsibilities are not defined because the skill requires a higher level of autonomy, influence, and complexity in decision-making than is typically expected at these levels. You can use the essence statements to understand the generic responsibilities associated with these levels.

Where higher levels are not defined...

Responsibilities and accountabilities are not defined because these higher levels involve strategic leadership and broader organisational influence that goes beyond the scope of this specific skill. See the essence statements.

Developing skills and demonstrating responsibilities related to this skill

The defined levels show the incremental progression in skills and responsibilities.

Where lower levels are not defined...

You can develop your knowledge and support others who do have responsibility in this area by:

Learning key concepts and principles related to this skill and its impact on your role
Performing related skills (see the related SFIA skills)
Supporting others who are performing higher level tasks and activities

Where higher levels are not defined...

You can progress by developing related skills which are better suited to higher levels of organisational leadership.

Click to learn why SFIA skills are not defined at all 7 levels.

Show/hide extra descriptions and levels.

Level 1

Level 1 - Follow: Essence of the level: Performs routine tasks under close supervision, follows instructions, and requires guidance to complete their work. Learns and applies basic skills and knowledge.

Level 2

Level 2 - Assist: Essence of the level: Provides assistance to others, works under routine supervision, and uses their discretion to address routine problems. Actively learns through training and on-the-job experiences.

Level 3

Level 3 - Apply: Essence of the level: Performs varied tasks, sometimes complex and non-routine, using standard methods and procedures. Works under general direction, exercises discretion, and manages own work within deadlines. Proactively enhances skills and impact in the workplace.

Organisation design and implementation: Level 4

Level 4 - Enable: Essence of the level: Performs diverse complex activities, supports and guides others, delegates tasks when appropriate, works autonomously under general direction, and contributes expertise to deliver team objectives.

Assists with the development of organisational structures such as creating role descriptions and career paths.

Organisation design and implementation: Level 5

Level 5 - Ensure, advise: Essence of the level: Provides authoritative guidance in their field and works under broad direction. Accountable for delivering significant work outcomes, from analysis through execution to evaluation.

Implements organisational structure and culture change activities.

Conducts impact assessments to ensure organisational structure and cultures are aligned to changes in processes, systems, technology and tools.

Develops graphical representations of organisation models and structures to facilitate understanding and decision-making. Identifies and evaluates alternative solutions.

Aligns existing organisational structures, roles, jobs, and career paths to new processes. Advises on implications of introducing new workplace models and tools.

Organisation design and implementation: Level 6

Level 6 - Initiate, influence: Essence of the level: Has significant organisational influence, makes high-level decisions, shapes policies, demonstrates leadership, promotes organisational collaboration, and accepts accountability in key areas.

Champions the value of new ways of working to address internal and external opportunities and threats.

Sets direction and leads in selecting and using organisation design techniques, methodologies and tools.

Plans and leads organisation design activities — identifies alternatives, assesses feasibility, and recommends solutions. Identifies major changes affecting the organisation, and mobilises resources to implement changes.

Initiates the definition of new organisation boundaries and creates future organisation design. Outlines performance measurement objectives and the high-level implementation approach.

Organisation design and implementation: Level 7

Level 7 - Set strategy, inspire, mobilise: Essence of the level: Operates at the highest organisational level, determines overall organisational vision and strategy, and assumes accountability for overall success.

Establishes and communicates the need and rationale for organisational structure and culture change.

Secures organisational commitment and resources needed for organisational and culture change.

Leads organisational change by removing obstacles, advocating and lobbying for change at the highest levels.

Puts in place mechanisms to reinforce and embed organisational and culture change. Acts as a role model for desired behaviours and sets consistent standards and expectations.