• There has been a major strategic shift.
• There has been a major redefinition of work.
• The organization is coping with substantial cultural/political change.
• There has been recent and rapid growth.
• There are major staffing changes occurring.
• There have been changes in top management.
• The organization is undergoing major technological change.
• There are new recurring sources of vulnerabilities.
• Its been five years since the last one.

Organizational design is a multi-stage process. The initial stage is performing the strategic assessments. The best way of doing this is to use our HALO technology. Depending on the results of the strategic assessment, information is provided that can inform the decision to proceed further on the other five stages of the Organizational Audit and Analysis Technology. It has been our experience that about half need to use our expertise after reviewing the information from the HALO web-based assessment of the organization and its leadership practices (cases in which the full Organizational Audit and Analysis technology is not needed include: (1) client has resources to solve the problems identified by the HALO reports; (2) problem can be solved by executive coaching; (3) organization is a zombie in that its technologies, products, and technological talent are obsolete; (4) ownership is in dispute and no one has control; (5) the organization is being sold; and (6) there is a senior management rift and the protagonists are unwilling to compromise). The symptoms and the considerations for redesigning an organization listed above provide a sensing of the issues. They need to be verified before proceeding along the full organizational design path.