Fit organizations | The intelligent organization model
Passionned Group is a leading analyst and consultancy firm specialized in Business Analytics and Business Intelligence. Our passionate advisors assist many organizations in selecting the best Business Analytics Software and applications. Every two years we organize the election of the smartest company.

The new manager wants an organization that’s fit

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Company processes are the arteries of an organization. When an organization grows and puts on weight, these arteries become narrower and eventually get blocked altogether. Getting people to work together becomes more difficult, the organization structure and the company hierarchy play a more important role and management becomes more difficult. We pay less attention to the needs of the customer. The “organization jungle” with its countless departments, business units, task forces and all their meetings becomes so dense that we can no longer see the wood for the trees. This is true for not only our staff but also for our customers.

The new generation manager sees this as their challenge: integrating the processes to make the organization fit and smart again, with a minimum amount of ballast.

Passionned Group helps you to get there

Passionned Group is the business partner you need to help get your organization fit again. Combining project and program management skills, unbiased and insightful research, advice, training en coaching, the challenge is structural improvement without demolition. The return to a process oriented organization where both the customers and the staff play a central role. Passionned’s partners and professionals can support Finance, IT and Human Resources in the following areas:

The blueprint

The development and implementation of a process-oriented business and IT architecture. The use of modern technology is of crucial importance when implementing and supporting a model in which the company processes play the central role. We design a business architecture and fill in the blanks, step by step, with the various building blocks needed for company wide integration: from business intelligence (BI) to enterprise portals, from service oriented architectures to customer relationship management (CRM).

The architecture is custom designed to fit the most important processes for your organization. Then the various projects are defined and grouped into portfolios in order to develop the program management. In this way the implementation is phased to fit exactly with the IT strategy, giving benefits on all sides. Passionned’s ‘Intelligent organization Model’ is used here as the underlying model since it is equally relevant to both commercial and (local) government organizations.

Strategy development and the operating model

Strategy development and operational control so that we know what we need to monitor. It starts with understanding the gist of the organization: who do we work for and what is the purpose of what we are doing. The critical processes are singled out and analysed in relation to both the mission and the strategy of the organization. Management models like Balanced Scorecard, PDCA, Lean and Six Sigma give guidance here without being too restrictive.

The development and implementation of the strategy is a complex process, not only top-down, and systematic, but also involving discussions with enthusiastic customers and staff members. We provide support to organizations across the whole project, from analyzing abstract operational control processes to the definitions of concrete key performance indicators (KPIs) and the action plans and scenarios that accompany them.

BI projects and governance

Providing information that is both trustworthy and relevant to support business decisions. To know where we stand with regard to our goals we define key performance indicators (KPI’s), standards and targets. Reports, dashboards and analytical applications must be designed, developed and implemented, each one tuned to the appropriate roles and areas of interest, to ensure that the users are not overwhelmed by the volume of information offered to them.

It is important to take account of the ergonomic aspects, ease-of-use, relevance in terms of actionable items and organizational possibilities. We pay special attention to unstructured information sources. We guide organizations on best practices within BI projects and operational systems, preferably within the confines of a BI competency center.

Organization and behavior

Facilitate change in organizations by the analysis and development of the individual skills and competences of both managers and staff. To achieve the maximum benefit from Business Analytics and new technology it is usually necessary to change some of the existing attitudes and behavior patterns of the people involved. We guide organizations through the process needed to initiate and implement changes in analytical culture.

Working with you we help develop the necessary competences, analysis, communication, creativity, action-oriented skills, people-oriented skills, delegation, taking responsibility for their own results etc, needed by both staff and management. This is done either in a series of personal interviews, or as a team discussion using workshops and our model of the Intelligent organization. A very useful model allowing the most basic aspects of human interaction in working environments to be mapped, changed or tuned to fit in with each other.

From complicated to effortless

By combining the techniques discussed here we can develop an integrated organizational and IT architecture to provide a strong foundation for the future. The organization becomes more transparent and more agile, designed to reflect the processes of the customers, the staff and the suppliers. It then becomes relatively simple to change the organization, establish a customer facing front office, with one or more (virtual) portals. What looked complicated is now effortless.

  • The ability to work on organizational improvement and development is dependent on both shared insights and good cooperative relationships. Depending on the required services, the challenges and the specific situation we carry out one or more Quick scans. These show, by discipline, the areas where there is potential for improvement or growth. We discuss these results with both the management and the teams, resulting in a list of the initiatives and projects with the highest potential.
  • The courage to invest in a different organizational model, or new technology, or new skills, requires insight in the return on investment (ROI): the business case. Sometimes this can be crystal clear, if we can, for example, substantially reduce the elapsed time for a process, or if management and staff can see in a simple dashboard which things are going well and which things are going badly. More fundamental or deeper changes can be more difficult to quantify and justify. We build the business case taking account of the sensitivities and the views of the people involved, working on the principal “think big, talk little and start small”.
  • Expectations are a difficult business. Managing expectations becomes easier when we have the capacity and the ability to change. This is about the role and the importance of a department or an organization, but so often we see that personal interest can have a huge influence on the results. What and where are the priorities? These are issues which require considerable time and effort since they are one of the main reasons that many projects fall short of expectations or in some cases just fail.
  • Do It and do it right. During the implementation we do everything possible to get the right results. We take on every job with drive and passion, understanding of technology and integration, and extensive experience in guiding and managing projects, continually taking account of the project environment which may change as it progresses, and using the knowledge and experience that you already have in the organization. We put together a team of the best professionals and work towards the next level. At each stage we ensure the acceptance within the organization, with a thorough evaluation of what has been achieved to ensure continued improvement.

Read more in our Business Intelligence book ‘The Intelligent organization’ (3rd edition).

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Daan van Beek, Managing Director


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