{"id":28506,"date":"2023-07-14T14:18:17","date_gmt":"2023-07-14T13:18:17","guid":{"rendered":"http:\/\/www.turner.nl\/?page_id=28506"},"modified":"2026-09-21T16:50:54","modified_gmt":"2026-09-21T14:50:54","slug":"the-10-principles-of-agile-structure-and-governance-sg","status":"publish","type":"page","link":"https:\/\/www.turner.nl\/en\/strategy-execution\/the-10-principles-of-agile-structure-and-governance-sg\/","title":{"rendered":"The 10 principles of Agile structure and governance (S&G)"},"content":{"rendered":"\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t\t
<\/div>\n\t\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t
<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t\t
<\/div>\n\t\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

Strategy = Execution<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t

The 10 principles of Agile structure and governance (S&G)<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t\n\t\t\t\t\t\t<\/span>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t
\n\t\t\t
<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t\t
\n\t\t\t
\n\t\t\t\t\t\t
\n\t\t\t\t
\n\t\t\t\t\t\t\t\t\t
  1. Let S&B reflect and reinforce the strategy 1:1, see Figure 1. Strategic choices strongly determine the “cutting criteria. Which is leading? Efficiency, innovation or customer intimacy? Note. The new normal requires an \u20188\u2019 on two of them and a \u20189\u2019 on one.<\/strong><\/li>
  2. Ensure That S&G Mirrors and Reinforces Your Strategy<\/strong>
    1. Main Structure, \u2018Cut\u2019<\/strong>:
      1. Highest level structure: portfolios, numbers, sole or joint management, good governance check.<\/li>
      2. Main structure: what is your organization\u2019s main structure based on? Main structures: M = markets, C=customers, F= functionality, P=pro- ducts, G=geographical areas, Ma=matrix.<\/li>
      3. Number of layers, span of control<\/li>
      4. Mandates<\/li><\/ol><\/li>
      5. Governance,<\/strong> \u2018paste\u2019:<\/strong>
        1. Management philosophy<\/li>
        2. RRA: Roles, Responsibilities and Authority<\/li>
        3. RACI matrix<\/li>
        4. Team organization<\/li>
        5. Decision-making process<\/li>
        6. Communication and consultation<\/li>
        7. Planning and control<\/li>
        8. KPI structure,<\/li>
        9. KPI-system, Balanced Business Scorecard<\/li>
        10. Account management (corporate and regular)<\/li><\/ol><\/li>
        11. HRM:<\/strong>
          1. Management Development vision<\/li>
          2. Job or position system<\/li>
          3. Remuneration systems<\/li>
          4. Job descriptions (width\/depth)<\/li>
          5. Skills and behavior<\/li>
          6. Job performance and compensation<\/li>
          7. Frequent behavior<\/li>
          8. Employee satisfaction surveys<\/li><\/ol><\/li>
          9. Corparate Culture:<\/strong>
            1. Capacity for change<\/li>
            2. Current culture<\/li>
            3. Desired culture<\/li>
            4. Behavioral issues (max. 5)<\/li>
            5. Development interventions<\/li><\/ol><\/li><\/ol><\/li>
            6. Outline Your Current S&G<\/strong>
              1. Qualitative and Quantitative. <\/strong>Note: Start out by creating a comprehensive overview of the current # of FTEs in your company, detailing positions and types of contract.<\/li>
              2. Dysfunctional structures show clear symptoms:<\/strong>
                1. Execution is slow<\/li>
                2. Decision-making or implementation is slow or of poor quality<\/li>
                3. Organization responds neither innovatively nor quickly to changing environment<\/li>
                4. Too many conflicts<\/li>
                5. Coordination requires too much effort<\/li>
                6. Monodisciplinary changes succeed, but multidisciplinary changes fail<\/li>
                7. Large gap between projection and reality<\/li>
                8. Gap between operations and support<\/li>
                9. Gap between going concern and transformation<\/li>
                10. Gap between operations and programs<\/li><\/ol><\/li><\/ol><\/li><\/ol><\/div><\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
                  \n\t\t\t\t\t\t
                  \n\t\t\t\t\t
                  \n\t\t\t
                  \n\t\t\t\t\t\t
                  \n\t\t\t\t
                  \n\t\t\t\t\t\t\t\t\t\t\t\t
                  \n\t\t\t\t\t\t\t\t\t\t\"\"