Reorganization scoping

What this method does

The method confronts the real organization — who does what, with whom, at what workload — with the target being considered. It surfaces the gaps, the risk areas and the trade-offs to settle before the announcement.

When to launch it

• A new organization is on the table but nobody knows what it will really cost the teams.
• The official org chart stopped describing how work actually happens months ago.
• Two target scenarios compete and the decision is made on intuition.

How it runs

1. 1

   Scope

   You select the departments, roles and sites involved, from the organization you already described.

2. 2

   Diagnostic

   The teams involved answer the method's questionnaire on their own, over two to three weeks.

3. 3

   Targeted interviews

   Tension areas raised by the diagnostic are explored in interviews, transcribed automatically.

4. 4

   Read-out

   Gaps, risks and trade-offs are reported department by department, ready for the steering committee.

What you get

• Map of how work actually happens, by department and role
• Gaps between the current organization and the target
• Prioritized risk areas, with the teams involved
• List of trade-offs to settle before the announcement

What is measured

• Clarity of roles and scope
• Perceived workload and its distribution
• Interfaces and dependencies between teams
• Decision paths and delays
• Capacity to absorb change

Who it is for

Executive and transformation leaders in companies of 200 to 5,000 employees, before or during a reorganization.

The firm