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Organizational Design and Restructuring

Our Organizational Design consultants partner with clients to reduce internal complexity; align the internal structure with work processes, and create focused, flexible units to drive down costs; raise productivity and create agility. Right-scaling with a structure that supports the realization of strategic corporate imperative; the nature of the business, and the state of your industry.


Their expertise lies in scaling the structure to the strategy, and in leveraging performance improvement by reconfiguration of the strategic and operating design. They are able to re-tool clients’ design to position them for competitive advantage not only for today’s realities, but also for tomorrow’s emerging opportunities and risks. Not only do they optimize the Organizational Structure, but they also re-map the associated workflows and processes, using proven methodologies with proven efficacy, such as SixSigma and Lean. They are however mindful of the pitfalls of too much change too fast, and therefore, clients can expect a step-by-step, incremental approach.


Organizational Design and Restructuring Talent and Transformation
Organizational Design Challengess:
  • We are not totally certain whether our present structure is suited to our industry; size and unique challenges and opportunities.
  • Our organization is involved in an M&A, as the Acquirer; how should we embark on incorporating the Target firm’s people into or excisting structure?
  • We are not sure what adjustments to make to our Organizational Design to support Digital Transformation / Remote Working / Outsourcing / Freelancer strategies.
  • We have introduced a new line of business, and this has created tensions in priorities; resources and reporting lines between the existing business and the new.
  • Our CEO has been talking about a flatter structure, yet our frontline seems ill-equipped to take on increased decision-making. We’re not convinced that our culture supports a flatter structure anyway.
  • Our cost-base is high, and things seems to take long to accomplish – from recruiting, to decisions, to authorizations and projects.
  • We are establishing a new division, and have limited payroll budget that also needs to cover existing divisions. Who should get what headcount allocation?
  • An unforeseen event has necessitated that we cut payroll costs, but almost every role seems essential to the operation. How do we rationalize roles without causing operational bottlenecks and losing internal capability?
  • Adjusting the existing structure to cater for an M&A integration.
  • Providing you with ‘Plan B’ structures for rapid deployment during High Risk-High Probabiity ‘emergency scenarions’, along with step-by-step deployment instructions on how to deploy them. All based on granular prior analysis conducted on your firm, such workflows; inter-departmental dependencies; governance requirements. Scenario examples: sudden large interest rate hikes; pandemics; raw materials shortages.
  • Balancing the limited skills across teams in the right proportions.
  • Re-structuring / job expansion / re-deployment.
  • Optimizing structures to lead to greater strategic and operational agility, execution speed and lower costs.
  • Determining required adjustments to the present structure to harness outsourcers or freelance professionals.
  • Modelling the impact on the existing structure in a future potential scenario of deployment of A.I; automation and digitization.
  • Assisting to cater to demands of remote / virtual teams; and rendering a structure for cross-border expansion.
  • Adjusting the present structure to cater for new governance and compliance requirements.
  • Assessing whether your current structure is indeed fit for strategic purpose.