Supporting service
Organization development
How the organization grows its capacity to work and to change. We work on structure, roles, teams and culture together, with the people who live in them, because a new chart on its own changes very little.
When it is needed
- An organization that has outgrown its structure: managers with too many reports, teams with unclear edges, decisions that travel too far.
- A merger, a new unit or a new leader, where two ways of working now have to become one.
- A team that works hard and still gets in its own way, and cannot say why.
Why it matters
Restructuring is the most common answer to an organizational problem, and often the wrong one. The boxes move, the names change, and the same hand-offs fail in the new shape, because the work itself, the roles and the habits were not touched.
Organization development starts from the work: what has to happen, who does it, and where it waits. The structure follows from that, and the people who will work in it help shape it, so it is understood before it is announced.
How we run it
The five stages of Fit-to-Maturity, and what each one does for this service. Read the method
Short cycles, each checked by your decision-maker, until it matches what you expect.
- 01
Map
We trace how work actually flows and where it stops, talk to people at every level, and score the People and change dimension with them.
- 02
Fit
The structure, the roles and the way teams work together, designed with a group from inside the organization and sized to what it can absorb.
DesignPut it to workYou check itAdjust
Your decision-makerOn your side, with the final say. Accepts or redirects each step.Short cycles, each checked by your decision-maker, until it matches what you expect.
- 03
Run
The new arrangement is tried on real work, in one area first where possible. We stay close, adjust the roles that collide, and help managers lead in the new shape.
- 04
Hold
Managers carry it; we meet them regularly through the first quarter and help with what the design did not foresee.
- 05
Revisit
Each quarter at first, then when the organization changes size or direction: what holds, what drifted, and what the next change needs.
What you are left with
- A map of how work flows today, and where it waits
- An organization design, with the reasoning behind it
- Role descriptions, each on a page
- Team agreements on how work is handed over
- A plan for the move, area by area
Samples, shaped to each engagement.
The flagships it supports
- Flagship 03
Change management
A change approach sized to the people who will live with the change, so it lasts after the project team has gone.
Scores the dimension People and change
- Flagship 01
Corporate governance
Decision rights, a board or committee rhythm, and the few documents that make decisions visible and followed.
Scores the dimension Decisions and governance
The other supporting services
Strategic management
A strategy the organization can state on a page and review in a quarter, with the choices it made and the ones it declined.
Human capital management
The roles, skills and capacity a practice needs, and an honest view of the gap between them and the people in place.
Corporate transformation
A change to what the organization is: its structure, its ownership of decisions, its operating model, run as a sequence of changes rather than one program.
Digital transformation
The strategy, governance and change side of putting technology at the center of how the organization works, with the technology delivered through our partners.