Organizational structure


As you probably already know, in Dew-X we do not directly reflect the organizational structure. In our opinion, this allows for better management of processes, e.g. through easier design of processes for business areas or matrix structures unrelated to the formal structure of the organization.

However, this does not mean that the lack of structure is an advantage in every case.
When, for various reasons, we want to limit the visibility of certain processes for some users, e.g. related to strategy, HR, complaints, investments, marketing, etc., reflecting the structure would be very useful.

In such a situation, the best solution will be to use “organizations” as company departments or task areas.

Apply the following procedure:

  1. Use your Organization, e.g. MyCompany, for processes available to everyone, e.g. leaves, ideas, messages, incoming correspondence, etc.
  2. Create separate organizations for each department/topic/area where you want to restrict access, e.g.:
    MyCompany Board
    MyCompany HR
    MyCompany Investments
    MyCompany Complaints
  3. In each of them, build an appropriate set of processes, e.g. “Recruitment”, “Training”, etc. in HR.
  4. In each of the “organizations”, invite only those users that you want to have access to the given set of processes.

Thus, the same people will be able to access one, several or all internal “organizations”.

More about Organizations: click

Related to this topic is the issue of roles and permissions: click

See also
2023 Global Software Buying Trends Gartner Digital Markets
The Gartner Digital Markets report identifies Top 9 software investment trends to watch in 2023. It’s all interesting, but Trend No. 3 caught our attention in particular, which shows that 69% (a sample of over 1,500 companies in five countries) of buyers struggle to justify and fund new technology investments. In a broader context, this may be closely related to economic uncertainty, which has been identified as the biggest business challenge in 2023 (Trend No. 1).