{"id":4045,"date":"2025-05-07T12:03:43","date_gmt":"2025-05-07T10:03:43","guid":{"rendered":"https:\/\/www.francescopelliccia.com\/hri\/?p=4045"},"modified":"2025-06-05T16:50:13","modified_gmt":"2025-06-05T14:50:13","slug":"the-evolution-of-organizational-models-a-look-into-the-future-under-the-banner-of-agility","status":"publish","type":"post","link":"https:\/\/hrintelligence.it\/en\/the-evolution-of-organizational-models-a-look-into-the-future-under-the-banner-of-agility\/","title":{"rendered":"The evolution of organizational models: a look into the future under the banner of agility"},"content":{"rendered":"

Currently, most organizations adopt <\/span>a hierarchical organizational model <\/b>and within which each role is carefully defined and occupies a certain position in the corporate organizational chart. While such a model is the most common solution, it <\/span>does not allow for drawing on high levels of organizational flexibility and agility<\/b>, and strongly inhibits the ability to make decisions quickly, elements of fundamental strategic importance in the context of a <\/span>VUCA (or BANI) reality<\/span><\/a><\/p>\n

However, as <\/span>Accenture <\/span><\/a>has already pointed out in a recent report, agilizing an organization requires profound change that affects all dimensions of the company, such as its operating model and practices, leadership style, corporate culture, and performance management systems.\u00a0<\/span><\/p>\n

Such general arrangements are embodied in <\/span>various organizational models described in the literature<\/b>. In the remainder of the article, we took a closer look at some of them, highlighting <\/span>their characteristics, advantages and challenges <\/b>related to their implementation in organizations.<\/span><\/p>\n

We are talking about <\/span>the <\/b>“helix<\/b><\/a>” model and <\/b>the <\/span>“fractal<\/b>” <\/span>organization model<\/b>, recently explored in <\/span>a Boston Consulting Group study<\/span><\/a>, but also about the <\/span>skills-based model<\/b>, which in some respects has provided us with an important methodological basis as part of a project to redefine the organizational model in the retail sector.\u00a0<\/span><\/p>\n

The “helix” model – the helix organization<\/b><\/p>\n

According to McKinsey<\/span><\/a>, the helix organizational model is an effective alternative to the increasing complexity of matrix structures. This approach separates the traditional managerial hierarchy into <\/span>two parallel <\/b>but independent <\/span>lines of responsibility:<\/b><\/p>\n