Current State of Organization

  • 2016

Current State of Organization

Author:
Michael Savidakis
Abstract:

The purpose of this paper is to assess the current state of organization for AECOM utilizing the Bradach 7-S Model (Bradach, 1996). AECOM, as a leader in the industry in design services is expanding its services to the construction industry through its acquisitions of Tishman Construction and Hunt Construction Group. To continue its growth strategy to become the largest design and construction services organization in the world, AECOM has expanded its design services network with the acquisition of URS Corporation. Through its experience, skilled professionals, and reputation to deliver quality services and successful projects for its clients and stakeholders, they are strategically positioned to collaboratively expand in these markets globally. AECOM is currently going through a transition period, however with growth it is critical to align organization and strategy. Business success is a fit between the alignment of key organizational variables such as strategy, values, culture, employees, systems, organizational design, and the behavior of the senior management team (Ross, 1999). With a common goal to solve its clients’ most complex challenges, gap and alignment issues are identified utilizing the application of the 7-S Model, with suggested courses of action. AECOM’s executive leadership is analyzing the current functions of each of its companies’ organizational environments, reviewing its strengths and ‘opportunities for improvement’, meeting with its individual companies leadership, and focusing on organizational alignment to ensure each company’s core values and functionality are in alignment with the overall organization’s core structure, [shared] values, culture, and strategy. Employee participation and contribution to management’s plans are encouraged for development of new strategies, creativity, innovation, and solutions to its present and future challenges. This establishes partnership, ownership, incentive, commitment, autonomy, and a sense of pride to contribute to making a difference in the organization. Integration of support & resources, improving Human Capital and Operational Capital will be key factors in this strategic expansion.