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Organization & People

The chart is on the wall; who actually does the work?

Starting point
Introductory meetingWe clarify the need and the scope together.
Scope
As neededThe structure of a single unit, or the whole organization.
Outcome
Decision reportRanked findings and recommendations.

Companies are founded by people and grow through systems. When growth speeds up, a generation changes or a key person leaves, the chart on paper and the way work really flows drift apart. We look at where that gap begins: in which role, which authority, which transition.

The symptoms that bring companies to us

  1. 01

    The company has grown and the chart has not: today’s business runs on a structure from ten years ago.

  2. 02

    Job descriptions sit in a file; one task has two owners, another has none.

  3. 03

    The same person takes instructions from two managers, and the instructions conflict.

  4. 04

    The minimum wage rises every year; the gap between experienced staff and new hires keeps closing.

  5. 05

    When a good employee leaves, what they knew leaves too; no one is ready to step in.

  6. 06

    A change was announced and meetings were held; six months later everyone works the old way.

Two starting points

If the structure cannot carry the work

We identify where roles, authority and reporting lines diverge from the way work really flows.

If you are moving to a new structure

We check whether the organization, key roles and competencies can carry the next stage.

How it works

  1. SymptomCharts, job descriptions, pay and turnover data, interviews: what is written, what is lived.
  2. MechanismThe roles, authority and habits that steer the work: where the load builds up.
  3. Root cause and decisionRecommendations ranked by importance and urgency, each with an owner and a timeline.

The questions we answer

  • Does the structure follow the strategy, or has it formed around individuals?
  • Does every critical task have one clear owner, and do authority and responsibility sit in the same place?
  • Is the managers’ workload balanced, and how many layers does a decision pass through?
  • Does the pay structure protect fairness and motivation against inflation and minimum wage increases?
  • Do key roles have a back-up, and is development tied to a plan or left to chance?