Organisation design and implementation ORDI

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

Revision notes

Updates 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 evolving technologies, societal shifts, new operating models and business processes
defining and embedding key cultural attributes to enhance organisational performance
designing and implementing new organisational structures, reporting lines and key parameters such as spans of control to align with strategic goals and improve adaptability
aligning organisational design with business strategy and objectives, including digital transformation initiatives
analysing skills gaps and developing strategies to address them, including upskilling and reskilling programmes
facilitating cross-functional collaboration, promoting agile and flexible structures and reducing organisational silos
applying tools such as design thinking, systems thinking, collaboration tools and data analytics in organisation design to inform decisions
implementing organisational designs to improve responsiveness and adaptability.

The scope of organisation design is broad, encompassing workplace environments, location strategies, role profiles, performance measurements, competencies, skills and the integration of new technologies.

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.

Levels of responsibility for this skill

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.

Organisation design and implementation: 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.

Assists in designing team structures and workflows under guidance, following standard modelling techniques and tools.

Helps develop visual representations of organisational models to aid understanding. Assists in preparing and updating organisational charts, role descriptions and other documentation.

Supports evaluation of design options by gathering and analysing data. Participates in creating design views to address stakeholder concerns and perspectives.

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.

Designs team structures and workflows using modelling techniques, following agreed architectures, design standards and methodologies.

Develops visual representations of organisational models and structures to facilitate understanding and decision-making. Supports the identification and evaluation of alternative design options and trade-offs.

Creates multiple design views to address the concerns of different stakeholders and to present different perspectives. Develops representations of team dynamics and workflows to aid stakeholder understanding and approval.

Reviews and refines designs to ensure they meet specifications.

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.

Leads the design and implementation of organisational structures for significant teams, departments or divisions.

Conducts impact analyses on major design options and trade-offs to inform strategic decision-making.

Aligns existing organisational structures, roles, jobs and career paths to new processes and strategies. Ensures that the organisational design balances organisational performance and cultural requirements.

Reviews organisational designs and ensures that appropriate methods, tools and techniques are applied effectively. Contributes to development of organisational design policies, processes and standards.

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.

Guidance notes New level