Transform these insights into a general design framework/model/process that you can apply and benefit from in your current or future workplace.

Strategy: defined goal, shows lays the path to get there, defines choices about what we do and do not do.

Capabilities: the organizations need to execute the strategy

People practices: what talent and people are needed, what competencies do we need in order to execute our strategy, what HR processes or routines will build those capabilities and competencies; and ensure the right people is being attracted and retained.

Structure: how should we organize? What are the key roles, how should power be allocated (but structure tends to create boundaries between people)

Process: Ways to knit the organizations together, workflows between roles, how decisions are made, and management processes that link people together and create conversations that need to be designed and aligned with the structure.

Metrics/rewards: tell people how they will know whether they are successful, measure success at a business level, and at an individual and team level incentives need to be created that will guide behavior to reach the goals.

Capabilities: Business case and discovery: determine what problem is being solved, the organizational implications of the strategy and the gap of where we are and where we are trying to get to.

Strategic grouping: structure and process choose a structure that supports the strategy, to tie the pieces together. And design the linkage across boundaries, involving people from across the organization. Integration talent and leadership: great people to lead and staff pivotal roles, it is not finished until the right talent choices have been made.

Transition: learning and adjusting as it goes, helps to realize that organization design always needs improvement and that it is the ongoing work of leadership