A hand drawn illustration of a file folder with a post it that says "your report" on it
A hand drawn illustration of a file folder with a post it that says "your report" on it

Organizational Design

$0.00

Create an organizational structure that supports the work your team needs to do now and where it needs to go next.

Whether a team is scaling, reducing complexity, or adapting to a new strategy, unclear roles and competing priorities can quickly slow progress. We help leaders align people, responsibilities, funding, and decision-making with the outcomes they are accountable for delivering.

Discover

  • Assess the current organizational structure, capabilities, and workload

  • Map responsibilities, decision rights, dependencies, and points of friction

  • Review how projects are prioritized, staffed, and funded

  • Identify role gaps, duplication, and imbalances across the team

Define

  • Design a structure aligned with business priorities and available resources

  • Clarify roles, responsibilities, ownership, and decision-making authority

  • Recommend how ongoing operations and project-based work should be balanced

  • Develop goals that reflect both business outcomes and desired ways of working

Implement

  • Support role and team transitions

  • Develop responsibility maps, governance structures, and operating practices

  • Help leaders communicate the rationale and implications of the new design

  • Establish planning and prioritization processes that support the structure

Sustain

  • Monitor how the design performs in practice

  • Address emerging gaps, bottlenecks, or role confusion

  • Support managers and teams as responsibilities evolve

  • Adjust the model as organizational needs change

Create an organizational structure that supports the work your team needs to do now and where it needs to go next.

Whether a team is scaling, reducing complexity, or adapting to a new strategy, unclear roles and competing priorities can quickly slow progress. We help leaders align people, responsibilities, funding, and decision-making with the outcomes they are accountable for delivering.

Discover

  • Assess the current organizational structure, capabilities, and workload

  • Map responsibilities, decision rights, dependencies, and points of friction

  • Review how projects are prioritized, staffed, and funded

  • Identify role gaps, duplication, and imbalances across the team

Define

  • Design a structure aligned with business priorities and available resources

  • Clarify roles, responsibilities, ownership, and decision-making authority

  • Recommend how ongoing operations and project-based work should be balanced

  • Develop goals that reflect both business outcomes and desired ways of working

Implement

  • Support role and team transitions

  • Develop responsibility maps, governance structures, and operating practices

  • Help leaders communicate the rationale and implications of the new design

  • Establish planning and prioritization processes that support the structure

Sustain

  • Monitor how the design performs in practice

  • Address emerging gaps, bottlenecks, or role confusion

  • Support managers and teams as responsibilities evolve

  • Adjust the model as organizational needs change

Case Study

Overview

A 500-person design organization inside a Fortune 10 healthcare company, matrixed across product, engineering, 12 business units, and three distinct cultures all merged together. Roles had accumulated rather than been designed, titles meant different things on different teams, decision rules were unwritten, and systems tracking people, projects, and funding had never been centrally reconciled. Then, the org had to get 30% smaller and keep its commitments.

We started with a listening tour, inside and outside the org, including cross-functional partners, Chief Digital Executives, and business unit SVPs. We mapped decision rights, dependencies, and friction points against how work moved through the teams. We matched up data from systems that did not talk to each other.

From that came a leveling and career framework, harmonized job titles, and a clear split between what managers owned and what individual contributors did. Then, we rolled it out, running the transition, communication, and planning processes that held it all together.

We value the privacy of the companies we work with. For a more in-depth look at our Organizational Design work, please schedule a consult.

Impact

  • Over 50 roles mapped to a single leveling framework, replacing dozens of inconsistent title conventions.

  • Organization reduced 30% while preserving full stack teams and keeping throughput above 90% capacity.

  • Resource planning consolidated across dozens of project codes into one view.

  • Shifted 50% of opex time billing to capital projects in partnership with the finance organization, reducing opex headcount to 10% of the org size.