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    Joyus Building An Organisational Structure For Scale

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    Ruchika Nigam
    Sukhinder Singh Cassidy, CEO of Joyus, recognized that for the company to achieve its ambitious growth strategy, its current team would need to re-evaluate how to scale and identify new competencies and values. In late 2014, Joyus' management team developed a strategic vision for 2015 and beyond, discussing what type of company they wanted to create, what their network would look like in 3-5 years, who their key competitors were, and what values and skills were essential for future growth. The team introduced Joyus' corporate values of POWERRS to guide the company. A functional organizational structure is suggested, where departments are divided by roles and overseen by managers, allowing for clearly defined roles, improved performance

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    Joyus Building An Organisational Structure For Scale

    Uploaded by

    Ruchika Nigam
    416 views4 pages
    Sukhinder Singh Cassidy, CEO of Joyus, recognized that for the company to achieve its ambitious growth strategy, its current team would need to re-evaluate how to scale and identify new competencies and values. In late 2014, Joyus' management team developed a strategic vision for 2015 and beyond, discussing what type of company they wanted to create, what their network would look like in 3-5 years, who their key competitors were, and what values and skills were essential for future growth. The team introduced Joyus' corporate values of POWERRS to guide the company. A functional organizational structure is suggested, where departments are divided by roles and overseen by managers, allowing for clearly defined roles, improved performance

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    JOYUS BUILDING AN ORGANISATIONAL STRUCTURE FOR SCALE

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    Sukhinder Singh Cassidy, CEO of Joyus, recognized that for the company to achieve its ambitious growth strategy, its current team would need to re-evaluate how to scale and identify new competencies and values. In late 2014, Joyus' management team developed a strategic vision for 2015 and beyond, discussing what type of company they wanted to create, what their network would look like in 3-5 years, who their key competitors were, and what values and skills were essential for future growth. The team introduced Joyus' corporate values of POWERRS to guide the company. A functional organizational structure is suggested, where departments are divided by roles and overseen by managers, allowing for clearly defined roles, improved performance

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    416 views4 pages

    Joyus Building An Organisational Structure For Scale

    Uploaded by

    Ruchika Nigam
    Sukhinder Singh Cassidy, CEO of Joyus, recognized that for the company to achieve its ambitious growth strategy, its current team would need to re-evaluate how to scale and identify new competencies and values. In late 2014, Joyus' management team developed a strategic vision for 2015 and beyond, discussing what type of company they wanted to create, what their network would look like in 3-5 years, who their key competitors were, and what values and skills were essential for future growth. The team introduced Joyus' corporate values of POWERRS to guide the company. A functional organizational structure is suggested, where departments are divided by roles and overseen by managers, allowing for clearly defined roles, improved performance

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 4

    JOYUS BUILDING AN ORGANISATIONAL STRUCTURE

    FOR SCALE

    Sukhinder Singh Cassidy, co-founder and chief


    executive officer (CEO) of Joyus, her experience
    cautioned her that to achieve the company’s ambitious
    growth strategy would first require that her current
    team both re-evaluate how to scale to achieve this
    vision and identify the new competencies and values
    that
    were required.

    Joyus’s Strategic Vision


    After extensive management discussions in late 2014,
    Singh Cassidy and the team had decided to develop
    Joyus’s vision for 2015 and beyond. At this
    management strategy session, the team discussed
    several
    fundamental questions for Joyus moving forward:
    • What kind of company do we want to create
    together?
    • What kind of a network will we most look like in
    three to five years?
    • Who are our key competitors, and how would/should
    Joyus’s strategy differentiate in an effort to win?
    • What key values do we want in our team?
    • What values and skills are essential for moving the
    organization forward, compared with what we have
    Today ?
    • What categories make sense for us to pursue?

    In 2014, the management team introduced Joyus’s


    corporate values system, which used the acronym
    POWERRS, standing for the following seven values:
    • Possibility (be optimistic and open to possibilities)
    • Ownership/Accountability (take
    ownership/accountability for your work and actions)
    • Will (exercise willpower and perseverance)
    • Excellence (strive for the best)
    • Results (deliver results)
    • Realness (be authentic and genuine)
    • Service (serve the customers and each other)
    CHAIRMAN

    MANAGING DIRECTOR

    MARKETING FINANCE
    MANAGER MANAGER

    ADVERTISING SELLING ACCOUNTING TAXES

    PRODUCTION
    MANAGER
    For this organisation
    MANUFACTURING
    I would suggestPURCHASING
    FUNCTIONAL
    STRUCTURE
    In a functional structure, the organisation is divided
    into groups by roles, responsibilities or specialities. For
    example, within an organisation you may have a
    marketing department, finance department and sales
    department with each overseen by a manager who
    also, has a supervisor that oversees multiple
    departments. A functional structure can be beneficial
    because departments can trust that their employees
    have the skills and expertise needed to support their
    goals.
    Benefits to this type of structure include:
    1. Establishing clearly defined roles and expectations.
    2. Facilitating improved performance and
    productivity.
    3. Allowing for skill development and specialization.

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