The new strategic pillars and activities within them mark a shift from the existing strategic intent of the organisation. This shift is a combination of a sophistication and deeper understanding of the existing activity that is a result of seven years of accumulated experience; as well as a broadening of the remit of the organisation and purpose driven by the moral imperative found within the core of Sikh values of helping others, and the recognition of a vulnerable group of people who can use our assistance.

Where we are currently

Where we are going


The new organisation structure has been designed with a view to balancing the important trade-offs in organisation design, as well as the experience of the organisation in operating for seven years now. The trade offs and
explanation for how the new structure is explained below.

Generalisation and specialisation within roles

Across the organisation structure, there is a mix of specialised delivery roles such as the new Platforms, Pathways, and Leadership Development Lead roles. These roles are supported by the support functions.

Strategic alignment and similarity of execution across functional units

The organisation design groups together functions that share a similar workflow or output.

Continuity between existing structure and future

The organisation design keeps the events structure, and much of the support architecture from the existing organisation design, allowing people within the organisation who are not deeply motivated to participate in one of the other
delivery functions to continue envisioning themselves within YSPN.

Decentralisation based on ability to execute remote work, and the culture and camaraderie that emerges from geographic chapters

Certain roles and functions within the organisation do not have a geographic or location requirement, and can therefore be completed remotely. We recognise however, the benefit of culture and camaraderie that exists with having a
geographically based team that is able to organise working sessions, physical events to develop a strong organisational culture.

Ability to grow and scale the organisation and better support the strategic direction

The new organisation structure’s alignment to the strategy allows for it to be scaled without introducing complicated ad-hoc project groups and other interim solutions.

Institutionalised support for the organisation and chair in delivering the strategic agenda

Given the rise in the organisation’s strategic ambition, the new organisation structure calls for the implementation of an advisory board to assist the chair in managing the strategy

What is changing for the organisation

From the two organisation structure diagrams above, it’s clear that there are a suite of changes. They have been detailed below:

Introduction of an Advisory Board

The advisory board is a non-executive, non-statutory and non-fiduciary board of advisors comprised of the most eminent Sikhs within the network who have experience or resources to
support the strategic direction of the organisation.

Three new delivery leads

The new organisation structure introduces:

  1. A Platforms lead whose essential function is to channel energy, resources and motivation in the community to where it is required. This is akin to most modern technology startups such as Uber and AirBnB whose role is to match supply
    and demand.
  2. A Migrant Success Lead whose essential function is to package, partner and deliver on the the creation of digital and organisational pathways for our entrepreneurial and migrant audience segment to achieve their goals.
  3. A Leadership Development Lead whose role is to design, develop and deliver on the fellowship program and continue delivery of the mentoring program.

A new support function lead

The new organisation structure also introduces a Technology lead whose role is to own the technology infrastructure and help architect the technological framework to support the organisation’s pursuit of its strategy.
This separates out the Technology function which had previously been within the Marketing Team in recognition of the distinct and specialised skillset and resources that the organisation needs, and will lean on from technology as the
organisation evolves.

Geographies have been moved under Events Lead

Each geographic chapter has been incorporated into the Events function. This maintains the presence of the chapters as functional, organisational units in each location and maintaining the benefit of having a team on the ground in each

Elevate has its own role

Given the impact that Elevate has had on the community and its emerging importance to it and the organisation, Elevate has been given its own role.