Services
Organizational design and operating model consulting
Fix how work and decisions move before you redraw the org chart.
Set up structure, decision rights and ownership for the size you are now.
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What brings leaders here
When is an organization redesign actually needed?
Not every frustrating meeting calls for a reorg. The work usually starts when growth or change has made ownership, handoffs and decisions harder than they should be.
- 01Decisions keep escalating because nobody knows who owns them.
- 02Teams overlap, duplicate work or hand problems back and forth.
- 03More managers and layers have not made the business easier to run.
- 04A merger, new strategy or growth stage has made the old structure obsolete.
The work starts here
The decisions we help you make.
- What work belongs together and where it should sit.
- Which decisions need one clear owner—and who that owner is.
- What each leadership role is accountable for.
- Which parts of the operating model must change with the structure.
The engagement
What the work can include.
We can start with a focused operating-model diagnostic or work through the full design and transition. The org chart comes after the work, decisions and accountabilities are clear.
What we can work on
- Organization design and restructuring
- Operating model design
- Roles, responsibilities and decision rights
- Leadership-team and management-layer design
- Transition planning for a new structure
What you leave with
- A structure built around the work that has to get done
- Clear owners for the decisions that move the business
- Role and accountability definitions leaders can use
- A sequenced move from today’s setup to the new one
Straight answers
Questions leaders ask before we talk.
- What is the difference between an org chart and an operating model?
- An org chart shows reporting lines. An operating model explains how work gets done: where decisions sit, how teams work together, what gets standardized and what leaders are accountable for.
- Do we need a reorganization?
- Maybe—but structure is not always the problem. We first test whether the friction comes from decision rights, unclear roles, broken handoffs, missing capability or the structure itself.
- Can you help implement the new organization?
- Yes. The work can include transition sequencing, role clarity, manager preparation, communication and the tools needed to make the new design work day to day.