Structure · Roles · Reporting
A structure built for how the work actually happens.
We design org charts, operating models, and job architecture that match your strategy — not the org chart you inherited.
The chart no longer matches the work. Reporting lines are political, roles overlap, managers own too many direct reports, and nobody can explain who decides what. Strategy changed; structure did not.
What changes
Outcomes you can hold, not slides you file.
A target operating model and org chart leadership can defend
Role definitions with decision rights, not just job titles
Span-of-control and layering that match how work actually flows
A transition plan from current state to target without freezing the business
How it works
A clear path from first conversation to delivery.
Map reality
Current structure, informal power lines, bottlenecks, and where work actually gets done versus where the chart says it does.
Design the target
Operating model, layers, spans, and role architecture aligned to strategy and growth stage.
Pressure-test
Leadership workshops to stress decision rights, accountabilities, and failure modes before you announce anything.
Transition
Communication sequence, role moves, and 30/60/90 adoption so the new structure sticks.
Symptoms → structure
If this is how it feels, the chart is the problem.
We start from how work actually fails, then design structure that matches strategy — not a prettier version of what you already have.
What you feel
Decisions bounce between three people
Signal
Unclear decision rights
Redesign
Role charters with RACI, not just titles on a chart
What you feel
Two teams own the same outcome
Signal
Duplicated roles
Redesign
Job architecture and clean handoffs between functions
What you feel
Managers have 14 direct reports
Signal
Broken span of control
Redesign
Layering and span redesign matched to work complexity
What you feel
Strategy shifted; chart did not
Signal
Inherited structure
Redesign
Target operating model tied to the new growth thesis
What you feel
Promotions mean inventing a title
Signal
No leveling language
Redesign
Levels, titles, and progression paths shared company-wide
What you feel
Founder is the only real integrator
Signal
Founder-centric org
Redesign
Team design that survives without one person in every room
What's included
Scope of the practice
Core workstreams we run under Org Design. Engagements are scoped to what you need — not a forced package.
- Organizational structure (org chart) design
- Operating model design
- Job architecture
- Role definitions
- Reporting structures
- Department restructuring
- Workforce optimization
- Span-of-control analysis
Who it's for
- Companies restructuring after growth, funding, or a leadership change
- Teams with unclear reporting lines or duplicated roles
- Businesses standardizing job architecture across departments
- Founders professionalizing a founder-centric org into durable teams
Who should choose another path
- Cosmetic title renames with no willingness to change decision rights
- Reduction exercises driven only by a headcount target with no operating model
- M&A integration without a deal context (see M&A Advisory)
Questions
Straight answers before you book.
Will this mean layoffs?
Not by default. Org design clarifies structure and roles. Workforce optimization can surface gaps or overlaps; any people decisions remain yours. We design for clarity first.
How involved does leadership need to be?
Deeply at the decision points. We run the analysis and options; founders and functional heads own the final structure. Expect structured workshops, not a surprise deck.
Can you design job levels and titles too?
Yes. Job architecture, leveling, and role definitions are core to the work so hiring, comp, and performance can share one language.
How does this connect to hiring?
A clear structure makes talent acquisition sharper. Many clients run Org Design, then Talent Acquisition against the new roles.
Often paired with
Related practices
Org Design
Ready to talk org design?
Tell us what is breaking in the current structure. We will scope a redesign path.