Reorganization
About this advisory project
Reorganization helps leaders redesign a business when structure, responsibilities, governance or capabilities no longer fit what the strategy requires. The task is not to produce a new organization chart. It is to design how decisions, resources and work must come together to deliver better outcomes.
We combine a diagnostic view of current bottlenecks with the design of a target organization, leadership alignment and a practical transition path. Each mandate is prepared and personally led by Dr Frank Heyd.
Who will benefit most from this project?
CEOs, business unit leaders, owners and executive teams preparing a reorganization, establishing new capabilities or addressing persistent coordination and accountability problems.
A narrower Organization Review is available when the first decision is whether change is required, and where to focus it.
Why choose a Reorganization mandate?
Organization changes fail when the design is disconnected from strategic needs or when unresolved trade-offs surface during implementation. Boxes and reporting lines do not settle decision rights, capabilities, interfaces or stakeholder interests.
We bring these questions into one structured process with the leaders who must make the new model work. The work produces both design decisions and the basis for a manageable transition.
What will the leadership team achieve?
Clear case for change
Agreement on the strategic and performance issues the organization must solve.
Design Principles
Explicit criteria to compare alternative structures and operating models.
Target organization
A coherent model for units, roles, mandates and critical interfaces.
Governance and decisions
Clarity on decision rights, accountability, collaboration and escalation.
Capability priorities
The people, skills and enabling systems required by the chosen model.
Transition roadmap
Sequenced changes, critical dependencies, owners and early decision points.
How we design and advance your reorganization
- Clarify strategic requirements
Define the business outcomes, scope, constraints and stakeholders shaping the organization design. - Diagnose the current model
Use interviews, available data and selected workflows to identify structural and behavioral bottlenecks. - Develop design options
Compare operating models, roles, governance and capability implications against agreed principles. - Resolve pivotal choices
Bring decision-makers together to challenge alternatives, settle trade-offs and align on the target model. - Prepare the transition
Define sequencing, communications, ownership and the decisions needed to move from design into practice.
Start with an Organization Review
Not every organization challenge requires a full redesign. A separately commissioned Organization Review can provide an independent diagnosis for management or board discussion before the scope of change is decided.
Let’s clarify which organizational decisions need to be made and how much analysis and stakeholder work they require.
