Now, when we think of the organization architecture,
there's a lot of different ways to look at it.
This is a pretty simple one that we adapted from KPMG, but
it really looks at the elements that we think are most important.
And the architecture of an organization is really all those pieces that help
manage the flow of information, structure of information and the authority
in the organisation for driving decisions in taking their organisation forward.
It includes structure, it includes technology,
information systems, it includes the rewards systems and
the HR practices that human resources puts in place.
And it includes the workflow in the process,
the design of processes in organizations.
They all work together.
And what they're doing is they're managing the structure of workand the way
things get done and what the focus is.
Now an old saying in architecture is that form follows function.
The form of the architecture depends on what you want it to do.
That there's not one that works for everyone, but
looking at the functional aspects and design it for purpose.
The corollary to that in the strategy world is that structure follows strategy.
So what we're going to do is we're going to think about what's the strategy
of our organization?
And then what does architecture need to do to help implement it.
It's a very simple idea but
there's again, a number of pieces that we want to pay attention to.
Now, one of my favorite examples of the power on architecture is Domino's Pizza.
Tom Monahan, founded Domino's back in the 1970s.
And he did it with a pretty simple formula which was, it's not a better pizza,
it's about a better value preposition.
And Monahan said, what I'm going to do is I'm going to create an organization that
will get you pizza in 30 minutes or it's free.
That's a challenge for them and it was an opportunity for us,
those of us who wanted free pizza.
He said, nobody ever really thought that they could make money with delivery.
In fact, most companies just delivered until they got
enough volume that they could cut out delivery.
But he looked at it and said, no, can I create the organization
that's able to deliver, so to speak, on that promise to customers?
And what he did was unique, and I would say changed the industry.