Organization Design
Structure, decisions and ways of working, built for the strategy you chose.
Most transformations stall because the operating model wasn't built for the strategy.
Your operating model is how strategy turns into day-to-day work: the structure, who decides what, how teams work together, which capabilities you invest in, and how performance is measured. We design operating models that fit where the organization is going, then help put them in place, including after a merger or acquisition.
— WHY IT MATTERS
Under 1 in 4
organizational redesigns succeed, and 44% run out of steam after they start.
Source: McKinsey, 2015
37%
of managers' time goes to making decisions, and more than half of that time is used ineffectively.
Source: McKinsey, 2019
Reorganizing alone rarely fixes it.
When structure, decision rights and ways of working don't line up, people spend their time on coordination, escalation and rework instead of customers and growth.
After a merger the risk is higher still, because formal authority changes faster than the habits and relationships underneath it.
— KEY BENEFITS
Teams know who owns what, so handoffs are clean and work stops falling between functions.
Clear roles and structure
Faster decisions
Decisions get made at the right level, by the people closest to the information, without long escalation chains.
After a merger or acquisition, the combined organization starts operating as one sooner, with less disruption to customers and staff.
Smoother integrations
The new structure comes with the routines to support it, so teams don't slide back to the old way of working.
Changes that stick
— HOW WE HELP
We design operating models that translate your strategy into how work actually gets done day to day. Together, we align structure, decision rights, ways of working and metrics so teams can execute faster with less friction.
From the org chart to how work actually gets done.
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Map how the organization delivers today across nine building blocks, from strategic intent to culture
Design the future-state model your strategy needs, side by side with the current one
Use the gap between the two as the redesign agenda, so changes rest on evidence
Sequence the move in a transition roadmap that ties structure, decisions and ways of working together -
Design how teams are organized across functions, regions and products.
Set clear role responsibilities and the right spans and layers of management.
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Map who decides, who inputs and who executes with the Decision Rights Diagnostic™, then set up governance forums that actually make decisions.
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Design the meeting rhythm, escalation paths and collaboration norms so issues get resolved in days, not weeks.
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Define what the organization must be good at to deliver the strategy, and how mature each capability is today.
Plan the people, data and technology investments that close the biggest gaps.
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Align structure, decision rights and operating rhythm after a merger so the combined organization runs as one.
— WHERE WE START
Decision Rights Diagnostic™
When a strategy stalls, the instinct is to push harder. Usually the problem is one specific gap, and each gap needs a different fix.
WHAT WE LOOK AT
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Is it clear and agreed who makes each important call?
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How long do decisions really take, against how long you think they take?
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When a decision is contested, is there a path upward that people actually use?
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Does whoever decides also answer for the outcome?
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Is there one clear way to reach decisions that cut across functions?
WHAT YOU WALK AWAY WITH
A scored view of decision health, a map of who decides what today versus who should, and redesigned decision rights for your critical decisions.
In a few weeks, you'll know exactly where decisions stall, and who should own them.
— EXPERIENCE AND IMPACT
5+
Conducted current-state and maturity assessments across 5+ federal agencies and enterprises, identifying strategic gaps and structural blockers
15+
Deployed 15+ strategic change agendas, creating functional vision and alignment for enterprise operating model shifts
7
Built capability maturity models across 7 pillars (people, process, technology, governance, metrics)
3
Supported 3 ERP transformation assessments and enterprise architecture reviews for multi-function enterprises
Find out where your decisions stall.
A 30–45 minute discovery conversation is enough to tell whether the Decision Rights Diagnostic™ fits your situation.