New Neurohacks | 26th June
This week’s newsletter continues our focus on organisation design. We are adding two more Neurohacks to the platform to help you build the knowledge and skills needed to create organisation designs that are fit for purpose.
In total, this series will include eight videos, taking you on a journey from understanding what organisation design is through to measuring its effectiveness. This week, we explore how to understand the current state of an organisation without relying solely on organisation charts, and how to use data to make better design decisions.
Want help remembering how to use ChangeabilityPro® and finding the content you need – don’t forget to watch this short guide.
Understanding the current state of the organisation
Before redesigning structures, processes or roles, you need a clear picture of how your organisation operates today. This Neurohack introduces a practical approach to understanding the current state by examining workflow, decision-making, bottlenecks, hidden dependencies and cultural influences. You’ll learn how to move beyond assumptions and organisation charts, uncover the real causes of friction, and gather the evidence needed to design solutions that address the right problems.
Using Data to create better Oraganisation Design decisions
Everyone has an opinion about what needs to change, but effective decisions require evidence. This Neurohack introduces the FACT approach: Find the Facts, Assess the Structure, Check Capacity and Test the Data. You’ll learn how to build an accurate picture of your workforce, understand organisational complexity, identify capacity pressures and validate the quality of your information. By creating a reliable baseline, you can avoid costly mistakes and make design decisions based on facts rather than assumptions.
Practical Pathways: Navigating Spans and Layers in Change
This three-part practical pathway explores how spans and layers quietly shape workload, decision-making, communication and change. It helps leaders and change practitioners recognise structural pressures, diagnose where problems really sit, and take practical action to improve coordination, reduce overload and support change without jumping straight into reorganisation.
