When leaders perceive that barriers to successful execution are created by the design of their organizations, they often move quickly to "redraw the boxes". These reorganizations are usually marked by an announcement of the "new" enterprise, a shuffling of reporting responsibilities, and very slow--if any--changes in the way the organization executes its mission. Not surprisingly, most of these efforts at reorganization fail to accomplish their intended objectives. Execution continues to be a problem and not surprisingly a few years later a new leader is brought in, announces a new design, and the cycle of failure repeats itself. The mergers and acquisitions process is usually no different. How then can a leader break this cycle of failed reorganization and successfully implement a new design to drive and achieve effective execution?

Successful execution requires a sustained balance between and focus on two elements:

1. The internal dynamic of strategies, human capital, and organizational processes; and,
2. Positioning within the value chain leading from suppliers through to customers (and to customers' customers).

By their very nature, new organizational designs have a significant impact on both of these elements and success requires that all individuals affected by organizational change understand the new paradigm, pursue their new roles with vigor and adopt the appropriate behaviors required to drive success.

Genesys Solutions has developed a proprietary process which engages senior leadership in a dialog that identifies its organization's key objectives, strategies, initiatives, and the corresponding enabling behaviors, interdependencies, and metrics. Genesys Solutions then combines these strategic characteristics with critical data about internal organizational needs and value-chain positioning to create an operational description of the desired future state of the organization.