Organization Design
Your strategy changed. Your structure didn’t.
We design operating models, structures, roles and decision rights that let the organization deliver the strategy, and we plan the transition so the business keeps running.
When leaders call us
- The company has outgrown its structure, and decisions slow down as it grows.
- A merger, acquisition or new operating model needs a structure that works on day one.
- Too many layers, narrow spans and unclear decision rights are adding cost.
- A function spread across business units needs to be centralized and standardized.
What we deliver
- Operating model and structure options, with the trade-offs laid out for a decision
- Spans and layers analysis, with cost by layer
- Roles, accountabilities and decision rights
- Function centralization and center of excellence design
- Transition and integration plans, including change management and communication
Our approach
Strategy, structure, process, people and rewards, designed together
Our work is grounded in Galbraith’s Star Model and McKinsey 7-S. A structure change that ignores how work flows, how people are measured and what leaders reward does not hold.
Most redesigns stall in the transition, not the design. Every plan covers sequencing, communication and the leaders who have to carry it.
What you get
Decisions on one page
Sanitized examples of organization design work products.
Organization Design
Spans and layers, before and after
Before
Many layers, narrow spans
After
No unit over four layers
6.9 → 11.4average span of control at BGE
Illustrative. Client data removed.
Organization Diagnostic
Four weeks to a 90-day plan
Week 1
Week 2
Week 3
Week 4
Leader interviews
HR data scan
Structure and architecture analysis
Readout and decisions
Day 30
First decisions made
Day 60
Design work underway
Day 90
Plan in place, owners named
A fixed-fee start that ends in decisions, not a slide deck.
Illustrative.Proof
Where we have done this work
| Work | Result |
|---|---|
| Largest organization redesign in BGE’s history (Constellation Energy) | Span of control from 6.9 to 11.4, no unit over four layers, no involuntary reductions |
| One talent function from 250 agencies (dentsu) | Team of 40 serving 15,000 employees, $3M lower annual cost |
| Enterprise supply chain talent team (global aerospace and defense company) | Distributed resources consolidated into one team with a common operating model |
| HR leadership team restructure (Loyola University Maryland) | HR work mapped to roles, hours and a go-forward structure |
A new structure needs a workforce plan.
Workforce Planning