Structure, on purpose
Seven-step strategy-to-structure methodology: operating model, structure options, spans and layers, role architecture.
From strategy intent to role architecture, in one connected model.
7
Steps from strategy intent to transition
3
Structure options modelled, not one
Every
Design carries spans, layers and role counts
What it does
Structure, on purpose
Strategy-led
Strategy is the first input
Structure options are generated from the operating model you choose, so the chart follows the strategy instead of the strategy being written around a chart that already exists.
Measurement
Spans and layers, measured
Every option reports its own average span, layer count and role total. You compare designs on evidence rather than on whose version it is.
Depth
It does not stop at boxes
Role architecture, accountabilities and the transition sequence come with the design — which is where most restructures quietly fail.
A structure without accountabilities is a picture.The picture is the easy part.
How it works
The seven steps
07 steps
Strategy intent
What the organization is being asked to do over the horizon, stated precisely enough to design against.
Operating model
How value is created and where decisions sit — centralized, federated, or something deliberately in between.
Structure options
Two or three genuine alternatives, each with its trade-offs made explicit rather than argued in a meeting.
Spans & layers
Span of control and layer depth modelled per option, against benchmarks for the sector and the size.
Role architecture
Job families, grades and role definitions, so the structure resolves down to positions people can be appointed to.
Accountabilities
Decision rights mapped across the new structure — who decides, who is consulted, and where the seams are.
Transition plan
Sequencing, cost of change and the order in which moves happen without stopping the business.
Who it is for
03 readers
Built for the people who get asked
Group CEOs
Restructuring diversified portfolios where every subsidiary arrives with its own case for staying exactly as it is.
COOs
Who own the operating model and have to make the new one work on the Monday after it is announced.
Transformation leads
Who need the design and the sequence that delivers it to be the same artefact, not two documents that disagree.
How it compares
Against the usual engagement
Traditional consulting
Org Builder
Options presented
One preferred design
Two or three, trade-offs stated
Spans and layers
Reviewed at the end
Modelled per option
Role architecture
A later workstream
Part of the same model
Revisions
A change request
Re-modelled in the room
The rest of the platform
03 more
Design · Seven steps
See it on your own organization
From strategy intent to role architecture, in one connected model.