Organizational Design Consulting

Three signs, and a company usually shows at least two. Two people own the same outcome, so nobody owns it and both are frustrated. A manager has eleven direct reports and gives each of them four minutes a week. Or the company has crossed a revenue line with a structure built for half its size, and you are still the glue between every function.

Most owners looking for organizational structure are looking for a template. Templates are the problem. A chart copied from a company three times your size brings in coordination overhead you cannot staff yet.

We start with decisions, not boxes. Every recurring decision that matters gets listed, then grouped by who has to own it, and roles are drawn around those groups. A role that owns no decision is a job title, not a position, and it will be ignored within a quarter.

Team sizes are then set for your actual size. Reporting lines are drawn. Role boundaries are written in language you can use as a job description, so the redesign arrives as documents rather than a slide.

The redesign is the easy half. Moving to it without stalling the business is the half that fails. We deliver a sequence with dates: what changes first, what stays untouched until the first change settles, who is told what and when. Announcing a new structure to the whole company in one meeting is the fastest way to lose two people you wanted to keep.

Organizational development consulting when the boxes are right and the habits are wrong, which is more common. Change management consulting to carry out a restructure that is already decided. Executive team coaching when the overlap between two roles is really a disagreement between two people.