When less is too much

Organizational Analysis

Our Organizational Analysis process results in:

  • An integrated overview of the current state of the organization in terms of its strategy, structure, systems, talent and organizational culture;
  • An action plan for the way forward.

Each analysis is tailored to the organization based on what is emphasized, but the process draws from the following four areas of analysis: Structural Analysis, Management Assessment, Talent Assessment and Organizational Culture Scan.


Structural Analysis

In Structural Analysis, dysfunctions in the organizational structure are identified. Symptoms of a poor structure include managerial layers that do not add value, gaps in the structure, or misaligned teams, or inadequate accountabilities or authorities.

The analysis is based on Requisite Organization – a rigorous management system that integrates organization design, managerial leadership and talent management. It is rooted in decades of empirical research and practical evidence in thousands of organizations around the world. The key tenet of the model is that each organization has a "requisite" number of organizational layers. Each layer reflects the complexity of real work and respective capabilities required from the employees.

We are a member of Global Organization Design Society (GODS), a community of executives, academics and consultants, dedicated to forward the Requisite Organization approach.

See also: Organization Design.


Management Assessment

In Management Assessment, the different managerial processes and systems are evaluated and their alignment with the organization as a whole is assessed. These processes and systems include the strategy process, managerial leadership processes, recruitment and selection processes, training and development plans, performance measurement and appraisal, and incentive systems.


Talent Assessment

In Talent Assessment, the mismatches between people and their roles as well as tensions due to overlapping or missing levels of accountability and authority are identified. The competencies, capacities and capabilities of the employees are evaluated for the match with their current roles as well as for succession planning.

Our approach to strategic talent management is built on developmental psychological underpinnings. The developmental perspective recognizes that people have qualitatively different ways of meaning- and sense-making through which they face the challenges of their work. These capabilities ground the capacities and competencies and fundamentally determine how successful people are at work.


Organizational Culture Scan

In Organizational Culture Scan, the organizational culture is assessed and described in precise and unbiased terms. The discrepancies between the actual and the optimal culture are pointed out to serve as a guidance for subsequent interventions.





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