Examine your existing/proposed organization chart, deconstruct the lines of business under each manager, analyze problems, and guage the need for restructuring.

The Rainbow Analysis Workshop is a two-day leadership-team workshop in which participants learn the Principles and Building Blocks of structure; deconstruct the lines of business under each manager; analyze your current organization chart and identify problems; and come to consensus on the need for change.

Even if no change in your organization chart is needed, this workshop helps leaders understand their jobs as running businesses, and identifies which specific businesses they run. These insights induce an entrepreneurial outlook, customer focus, and accountability for results.

Participation also build leaders' understanding of how their groups relate to one another, e.g., who's in business to serve his/her peers; this enhances teamwork and facilitates process optimization.

The workshop also diagnoses precisely where your current structure is getting in the way of staff's performance -- who's set up to fight with whom, and who's set up to fail. This will help you and your leadership team decide how much change is needed:

"Dean's approach is solid, first as diagnostic tool, and then as road-map for corrective action."

Jim Studer CIO, Univision Communications, Inc. (retired)

• Do nothing
  
• A few small "tweaks"
  
• A clean-sheet-of-paper restructuring

In the process, participation builds commitment to change.

If only a few small tweaks are needed, the data that emerges from this workshop identifies specific adjustments that will significantly improve performance.

If the leadership team decides that a comprehensive restructuring is needed (the clean-sheet-of-paper approach), they'll leave with an understanding of the principles of structure. This establishes an objective basis for design, so that their participation does not devolve into self-serving politics or "horse trading."

It also gives participating leaders an understanding of how things should work, so that your new structure will perform to its potential.

Agenda

• Problem statement: What problems are we trying to solve? Open discussion of concerns related to your current organizational structure.

• Training: The Principles of structure, and the Building Blocks of structure (a framework of all the lines of business that exist within any organization).

• Data-gathering: Interactively color-code your current organization chart by line of business under each manager, using the Building Blocks.

• Self-assessment: Four diagnostic questions to discover where your organizational structure is getting in the way of people's performance.

• Options and decision on next step: Definitions of options to address identified problems; and facilitated discussion of the need for change, leading to consensus on your course of action.

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