A map of the whole organization allows people to make decisions and choose to act within a shared context
While useful for everyone, the “view of the whole” is mandatory for those with executive roles—positions that lead leaders, as identified by the real organizational structure
Executives, on the order of only 5% of positions, tie the senior-level strategy to the 95%, the tactical teams of line leaders and staff that execute it
An organization already has much of the data needed to construct its own “virtual stadium” model in three steps.
Each step brings rewards in improved understanding, design, and decisions
Getting started is particularly easy and rewarding
Step 1: Map the hierarchy
Map the basic reporting hierarchy as a network, the whole enterprise as a single org chart
Relatively easy to do as basic data of employee positions and whom they report to is usually housed in several enterprise information systems
The hierarchy map provides the “ground truth” of the organization’s terrain, which shifts and changes with each refresh of baseline data
Great workplace shift underway that is reducing number of employees and increasing number of contractors. Jobs once held only by employees now go to contractors
Contractors appear in every function at every level in increasing numbers
Despite their necessary contributions in all functions at all levels, contractors are rarely already in the data system that holds the org chart of employees
While enterprise financial systems typically bury contractor “heads” within total contract fees, IT systems give essential contractors access to the computer network as registered users
Step 3: Map the relationships
Positions connect to other positions through multiple established relationships—direct reporting, matrix, team, and workflow links
Gold standard is link that generates the paycheck: the direct, solid-line, singular reporting relationship, found in most enterprise data systems. Already in place in Steps 1 and 2.
Next most formally (and frequently) recognized link is matrix relationship, the dotted-line report. Rarely captured in any data system, they tend to be relatively few in number and not that hard to collect
Augmenting formal management team network are all the other teams where work gets done. While rarely captured as such, IT has much of it housed in permission lists, access to shared files, team room memberships, and the like
Complete picture of organization’s built-in complexity by mapping the horizontal workflows. These critical links between sub-organizations and teams are few in number and not likely to change often
