Case Study

Evolving the organizational model to achieve business objectives

A co-design process to involve people in the evolution of the organizational model and address strategic business changes

We supported DaVinci10 in creating an internal reorganization strategy, following the evolution of its market strategy. We involved the organization’s ownership in defining the evolutionary purpose and the future engagement model, and subsequently involved the entire team in defining concrete change actions to achieve the outlined vision.

Project carried out in collaboration with Oriens.

Settore Azienda

Construction

Servizi Amploom

Organizational Culture Design
Employee Experience Design

Persone Coinvolte

Business Owner, 6 Team Members

Initial Challenge

Evolving the organizational model and defining future work methods

DaVinci10 was undergoing a transition period due to new business prospects. These prospects led the business owner to feel the need to involve the team in revising their organizational model, ensuring it consistently supports future strategic directions.

Initial Challenge: Evolving the organizational model and defining future work methods

Strategy

Co-design process that involved the entire organization at multiple levels in the evolution of its work model

First, we worked with the business owner to design a future vision for the organizational model. Second, we involved a strategic external stakeholder to discuss the generated vision. Finally, we worked with the entire team to define the concrete change actions to be implemented to achieve this vision.

Strategy: Co-design process that involved the entire organization at multiple levels in the evolution of its work model

Result

Definition and prototyping of concrete change actions to implement the new organizational model

The team and business owner developed change actions, such as restructuring internal meetings, revising time management methods, reviewing alignment methods among people, etc. Subsequently, the solutions were prototyped and tested for 2 months, then refined based on the test results.

Result: Definition and prototyping of concrete change actions to implement the new organizational model

We supported DaVinci10 in the evolution of its culture and organizational model, empowering people to drive change and future growth prospects.

Initial Challenge

Evolving the organizational model and defining future work methods

Initial Challenge: Evolving the organizational model and defining future work methods

DaVinci10 is an architectural firm based in Spinea (VE). DaVinci10 was undergoing a transition period due to new business prospects.

These prospects led the business owner to feel the need to clearly define a future vision for DaVinci10’s organizational culture and engagement model.

Additionally, the business owner felt the need to actively involve the team, especially in identifying concrete areas for improvement. The goal was to support the team in identifying current obstacles to achieving the future vision and in generating concrete, punctual, or systemic changes to overcome them.

Strategy

Co-design process that involved the entire organization at multiple levels in the evolution of its work model

Strategy: Co-design process that involved the entire organization at multiple levels in the evolution of its work model

We built a process characterized by 2 main working modes: close collaboration with the business owner and work with the entire team, including the business owner.

 

With the DaVinci10 business owner, we conducted:

  1. Strategic Workshop, where we reconstructed the organization’s foundational purpose to identify the reasons behind the entrepreneurial project’s inception and the creation of its core values. We also built the evolutionary purpose, which is the future development direction of the organization in terms of its operating model and people engagement.
    This evolutionary purpose was discussed with a key company stakeholder: the aim was to discuss the organization’s future and gather relevant strategic feedback.
  2. Direction Workshop, where we analyzed DaVinci10’s current system, identifying “superpowers and detractors”—elements that can either drive or hinder the desired change. Based on this analysis, we developed change challenges to present to the team.

 

With the DaVinci10 team, we conducted:

  1. Co-design Workshop, where we started from the change challenges and involved people in generating concrete solutions
  2. Action Workshop, where we transformed concrete solutions into prototypes, which the team tested over the following 2 months.
  3. Follow-up Workshop, where, after 2 months, we involved the team in evaluating the effectiveness of the proposed changes to highlight what worked and what needed further modification or adjustment. We also identified the next actions to introduce, ensuring continuous experimentation.

Result

Definition and prototyping of concrete change actions to implement the new organizational model

Result: Definition and prototyping of concrete change actions to implement the new organizational model
7
change actions prototyped and tested
1
work model
1
final and shared future vision with the team

The project results were:

  1. The identification of a clear future vision for DaVinci10’s internal organization and culture
  2. The identification, prototyping, and testing of 7 concrete change actions. For example, a new way to manage and organize internal meetings, a new document for project evaluation, the creation of internal and external communication touchpoints, etc.
  3. The experimentation of a continuous improvement mechanism, consisting of prototyping and testing cycles that the team can replicate even after the project.

What is Organizational Culture Design about?

What is Organizational Culture Design about?

Through the project, DaVinci10 built the future vision for its organizational culture, which it materialized into change actions for its work methods.

What's in Employee Experience Design?

What's in Employee Experience Design?

The entire DaVinci10 team was involved in revising their daily work methods to better align them with the strategic cultural vision.

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