SPARC restructure
Help me out here. Yesterday SPARC sent out an email to "the sector" (the sport and recreation sector presumably) advising "Over the last six months SPARC has been working on a project to restructure the organisation".
I didn't get past that first sentence. This organisation is supposedly up for review this year (they are currently in the middle of reviewing their high performance operations), supposedly about to (or should be) embark on reviewing their strategic direction, need to issue a new strategic plan by the end of the year, yet here they are proudly announcing they've spent the last 6 months engrossed in an internal restructure.
I know I haven't been a member of the suit-and-tie brigade for a few years, but it's the most arse-about-face example of business practice I've ever come across. I hesitate to use words such as dumb, stupid or daft, so I will settle for illogical.
If you are about to do a strategic review and issue a new strategic plan, the time to look at the structure of your organisation, staffing and roles is AFTER the strategic direction has been settled, not IMMEDIATELY BEFORE. I had to laugh when I read (OK I lied, I did read the whole thing) one of the objectives of the restructure is to:
"ensure operational and investment decisions are made consistently against strategic priorities"
Well, that's a waste of time, isn't it, when you'll be reviewing what your strategic priorites are at some stage during this year.
What worries me having received this is the cynic in me thinks SPARC have already decided on what their strategic direction is, they are not really interested in any input from their "key stakeholders" they purport to want to have a "stronger and more focussed relationship" with, and the strategic review will be massaged to fit their already decided-upon new organisational structure.
At times I'm sure people think I'm an arrogant know-it-all. One of the benefits of being an arrogant know-it-all is you can easily spot another one.
I didn't get past that first sentence. This organisation is supposedly up for review this year (they are currently in the middle of reviewing their high performance operations), supposedly about to (or should be) embark on reviewing their strategic direction, need to issue a new strategic plan by the end of the year, yet here they are proudly announcing they've spent the last 6 months engrossed in an internal restructure.
I know I haven't been a member of the suit-and-tie brigade for a few years, but it's the most arse-about-face example of business practice I've ever come across. I hesitate to use words such as dumb, stupid or daft, so I will settle for illogical.
If you are about to do a strategic review and issue a new strategic plan, the time to look at the structure of your organisation, staffing and roles is AFTER the strategic direction has been settled, not IMMEDIATELY BEFORE. I had to laugh when I read (OK I lied, I did read the whole thing) one of the objectives of the restructure is to:
"ensure operational and investment decisions are made consistently against strategic priorities"
Well, that's a waste of time, isn't it, when you'll be reviewing what your strategic priorites are at some stage during this year.
What worries me having received this is the cynic in me thinks SPARC have already decided on what their strategic direction is, they are not really interested in any input from their "key stakeholders" they purport to want to have a "stronger and more focussed relationship" with, and the strategic review will be massaged to fit their already decided-upon new organisational structure.
At times I'm sure people think I'm an arrogant know-it-all. One of the benefits of being an arrogant know-it-all is you can easily spot another one.
Labels: SPARC
posted by Rob Crawford at 10:19 AM
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