Week 2: Avascent’s Organizational Structure

Avascent is made up of a well-structured hierarchy, with each tier having their own distinct responsibilities and formal leadership roles over their subordinates. The network starts at the bottom with the analysts, who are responsible for data aggregation and analysis. Next are the consultants, who are responsible for dealing with clients and synthesizing information from the analysts. Then come the associates, managing directors, and principals who all deal with the long-term growth of the firm, client retention, and new client acquisition. 

Although the hierarchy exists, there is strong communication throughout, both up and down the organization. The lower tiers are obviously very receptive to the instruction of the higher tiers; however, the higher tiers are also rather open and considerate of the lower tiers’ input as well. This fosters a very cooperative and collaborative environment: cooperative because lower ranking employees are quick to comply with the high rank’s advice and requests, and collaborative because many times upper and lower members will come together to share information and solve a problem.

                As far as the day to day operations of the firm are concerned, I would describe it as very self-managed. The analysts are given advice or instruction upon their own request; other than that, the team leaders are rather hands-off. Analysts will be given a task and a deadline; their job is to perform the task by or before the deadline. In the time between assignment and deadline, there is little oversight by team leadership. This model would suggest team leaders have a high degree of trust for their analysts.

                Avascent is structured in a hierarchy, with formal leadership roles; however, there is a high degree of communication throughout the firm and the leadership trusts the employees to self-manage their work.