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Case Studies - Organizational Design
| Problem | Solution | Result |
| A mid-sized association had to move quickly to implement a member-management system, and free itself from expensive association management services. But, it lacked the time and knowledgeable resources to properly manage the vendor selection and implementation. | We worked within their tight time and budget constraints to manage the selection process. Because their budget did not allow for a full project management role, we tailored our work to provide high-level project leadership, oversight and facilitation services during the project. | The member management system was successfully implemented. Members and volunteers were pleased and impressed with its operation. Senior management time on the project was kept to a minimum. As an added benefit, our in-depth knowledge of the sector allowed us to source enterprise-class database software for this client at a small fraction of the retail price. |
| A new community health-care organization lacked the expertise to implement effective, yet practical financial controls and policies. | We developed customized and practical financial checklists and procedures that were suited to this organization's small size, but still effective. | Both the organization's Board of Directors and its auditor found the new controls to be effective, practical and easily understood. The checklists allowed each staff member to correctly perform the procedures required of them without using lengthy policy documents and procedures. |
| A small charity had completed its first strategic plan, but needed help developing a practical, measurable operating plan that supported its strategies. | We gathered the organization's best ideas and initiatives into a practical, workable plan given their very limited resources, and persuasively presented it to their Board. Because we developed an understanding of the organization's culture and unwritten goals through staff and volunteer interviews, we were also able to assume an advisory role to the new executive director in the delicate task of supervising, motivating and directing volunteers. | The organization approved the plan, and is in the process of implementing it through a series of volunteer committees. The executive director is providing effective leadership and support to the volunteers. And, the final fee was only two-thirds of the initial limit set in the organization's RFP. |
| A growing mid-sized charity had ineffective and outdated governance structures, including articles of incorporation, bylaws and Board policies. | We worked with the Board chair to craft, sell and introduce clear, workable bylaws. We worked with several Board committees to bring governance structures to life. And, we provided ongoing support to the executive director through policy development and implementation. | The charity had more focused and effective committee meetings, and less frequent, shorter and better focused Board meetings. The organization's small staff also had a clearer understanding of the direction being set for the organization. |
| A large association had several departments, each of which operated more-or-less autonomously, with inconsistent policies and service s tandards, duplication of effort, and inefficiency. | We reengineered organization-wide business processes, moving the association to a customer service focus. A centralized member service and transaction-processing group was established, providing consistent levels of customer service, and smoothing out workflow among departments. | Overtime and temporary staff costs were reduced, association-wide head-count was reduced, and customer service was improved and made consistent. |
| Line staff in a large association believed that communicating with members was not their responsibility, instead relying on communications staff to tell their story. | We were instrumental in persuading staff to take ownership of information and timely communications with their customers. We enabled this culture change by implementing a comprehensive website content management system. | We saw significant organizational culture change in this multi-stakeholder environment. Line staff communicated more directly with members and became more responsive to their views and needs, all concurrent with a leading-edge website deployment. |
| Volunteer committees in a small policy-development group were cumbersome and ineffective, reducing advocacy effectiveness and wasting volunteer time and talent. | We streamlined the volunteer structures, including replacing several committees with flexible, responsive volunteer talent pools. | The group experienced a far more effective use of volunteer resources, clearer staff accountability, and increased volunteer satisfaction with their roles. Concurrently, policy development and issue response times were reduced by 50%. |
| An information technology service bureau, established to serve several sister professional bodies across Canada, was not customer-focused. Several clients were unhappy and considered taking shared functions back in-house. | We reorganized the service bureau, making customer service a priority for all staff. We increased both the breadth and depth of services, offering new applications, infrastructure support, and new customer service facilities. | No customers left the service bureau; in fact, several additional organizations began using its services. Satisfaction levels improved, and the service bureau's financial performance improved during this time. |
| Several sister organizations were independently acquiring Web-based e-learning software. Even though the same package was in use by several organizations, costs were high due to uncoordinated license purchases, and there was no focal point of expertise being developed in the application. | We led a project to quickly confirm the choice of software and implemented a shared version of the package. | The application was made available to cooperating associations at considerable savings over the aggregate costs previously being incurred. We also implemented improved security over student materials, and increased user satisfaction with the application through improved support for it. |
| Sister associations across Canada ran similar continuing education programs without sharing information or content. Costs were duplicated and good ideas implemented inconsistently across the country. | We worked, through a new informal inter-association structure, to rebuild strained relations and create an environment of trust among participants. | The structure became a model for other pan-Canadian activities. Program costs for newly-shared activities declined by a factor of ten. Program quality increased and became consistent across the country. |