As we discussed, a flexible structure is critical for long-term success and wellbeing. In addition to a strong structure and a clear statement of purpose, any business’s blueprint for success must account for an efficient production process. World-class design agencies such as Dragon Rouge and Pentagram are fantastic examples of how a Corporate Creative Group (CCG) should approach their procedures. Rather than basing their organizational chart and process off tradition and corporate hierarchy, these agencies setup their teams based understanding the multitude of responsibilities required to operate in today’s economy.
Through my experience with world-class creative teams both in-house and in firms, I found that those that run the most efficiently would insure functions were delegated with purpose and thoughtfulness. I’ve created a functionality model that I use to analysis creative teams of all sizes.
The idea here is that every aspect of creation, production, implementation and business operation is covered by members of the team or outside vendors. An in-depth analysis of “who does what” will quickly reveal gaps, heavily weighted positions and misappropriations. Most every issue of efficiency, complacency and profitability can be directly linked to a deficiency in the functional model. In other words, if your organization structure does not support the necessary functions as outlined, your production process will break down.
A word to the wise: should one person have too many functions on their shoulders, everything else falters. This tends to be the case with the majority of in-house teams and agencies we encounter when we’re brought in to help with organizational structure. Whether we see the manager functioning within four categories of the chart above, or the designer being paid for their trade as well as five non-design functions, harmful uneven distribution of responsibilities is far too common and far too taxing on any organization’s potential.
Having that been said, when you’re determining who is responsible for what, try to keep the “functions per person” to a minimum. Once these functions are determined, place the most appropriate people to fulfill those functions. Notice I said fill the position with a person, and not the other way around.
To wrap up, here are the steps when building your in-house team.
1) draw out the organization
2) determine the functions that need filling
3) analyze distribution
4) review and realign
Of course, it isn’t as easy to do when you’re in the middle of your team. We encourage you to consider reaching out to us if you’re considering re-charting your organization. By bringing in experts like us, you can continue to focus on your core responsibilities while truly solving your problem of process inefficiencies. If we can’t help your specific situation, we’ll send you to someone who can.
Disclaimer: The information above is a process overview for efficient organizational structure, based off protected consulting resources of THE FULCRUM AGENCY. This method is engineered specifically for creative teams. Any administration of this system outside of THE FULCRUM AGENCY is illegal, and will likely generate poor results without the guidance of a senior strategist from THE FULCRUM AGENCY. If you’d like to improve the functionality of your team (either by implementing a more efficient organizational structure or otherwise) please contact Jeni Herberger directly.