Changing an organization is not an easy task, but changing part of organization within an organization that is not open to changes is a real challenge. I already wrote about our IT structure approach, which is our journey to change The Friedkin Group IT by breaking hierarchies and the classical IT structure.
When one wants to implement such a change in a hierarchical organization, he needs to take this limitation into account and come with a proposed solution that will make all stakeholders (Customers, CEO, CFO, HR, Associates, Managers, etc.) happy. Our approach is based on three different structures that support different needs of different stakeholders, while still being easy to understand.
To make all of our stakeholders happy we currently have 3 different structures: Hierarchical (or Admin) structure, Practices (non-hierarchical structure) and Projects.
Our Admin structure is being used for most of the Admin/HR needs. In this structure we created hybrid IT teams and groups.
Our Practice structure is our non-hierarchical in nature, where people from the same IT domain and skill sets can define how they do their work from a strategic and a tactical point of view.
The Projects structure simply depicts an agile and dynamic structure that we need to create based on the needs of our business. Projects can be short or long in duration, but they always end. Projects are also very tactical, the goal is to provide new solutions to customers.
The following Diagram shows how each one of the discussed structures effect our associates: