Redesigning the org chart without redesigning the work management process is like upgrading your GPS without updating the map; you’ll end up lost.
When organisations embark on a redesign, whether restructuring teams, redefining roles, or refining workflows, there’s often a vital piece missing from the puzzle: mapping how each role is supported within the work management process and system.
In many organisations, platforms like SAP, Maximo, and other Computerised Maintenance Management Systems (CMMS) are the operational backbone. Yet, leadership often concentrates on organisational charts and job descriptions, without fully exploring how work actually moves through the system and, crucially, how people engage with that system to take ownership, track progress, and deliver outcomes.
To truly align your organisational design with operational reality, it’s essential to map out:
- How individuals are assigned ownership of activities
- How individuals are expected to identify the status and progress of each activity
- How effectiveness is measured within the system
For example, imagine a setup where one team is responsible for reacting to equipment breakdowns, while another team manages planned major maintenance. Without explicitly mapping roles and responsibilities within the CMMS, including ownership, status tracking, and performance metrics, confusion can quickly arise. Teams may overlap, critical tasks may fall through the cracks, and measurement of effectiveness becomes guesswork rather than data-driven management.
Mapping within the work management system does two critical things:
1. Data-Driven Resource Management:
It provides actual, verifiable data on workloads, task ownership, and completion rates. This helps the business ensure the right number of resources are allocated to each role, avoiding both overstaffing and dangerous understaffing.
2. Role Clarity and Accountability:
It clearly communicates to each individual what is required of them, how they are expected to engage with the work system, and how their performance will be measured. No more assumptions, just clear, structured expectations.
Without this level of mapping, the ability to measure organisational effectiveness, manage resources appropriately, and drive continuous improvement is dramatically compromised. In short, redesigning the org chart without redesigning the work management process is like upgrading your GPS without updating the map; you’ll still end up lost.
To ensure your organisational changes deliver lasting, meaningful improvement, begin by making work management mapping a foundational part of the process.
About SRCN:
SRCN Solutions are experts in creating, refining, and improving work management systems in the oil and gas, nuclear, renewable, utilities, and power sectors. SRCN’s services range from work management
assessments to maintenance backlog review and cleanse to maintenance strategy development, training and coaching. SRCN’s subject matter experts help organisations manage and execute their work with maximum efficiency and speed, freeing up the resources they need to focus on the bigger picture.
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