Organisation Design & Structure
A structure works when the decisions, the work queues and the reporting lines all point the same way. We design from the flow of work, then make the systems match.
Questions we help answer
- Is our structure built around how customers are served, or around the people we happened to hire?
- Where do decisions wait, and which layers add a signature without adding judgement?
- Should we organise by region, by product line or by channel as we enter new markets?
- What should head office decide, and what should each site, branch or property decide for itself?
- How many management layers do we need at our current size?
What we do
Structure diagnostic
A comparison of the official chart with approval logs, system permissions, queue data and reporting lines, showing where work and decisions really go.
Structure options and trade-offs
Two or three designs, by region, product, channel or customer, tested against the decisions the business takes most often.
Roles, spans and layers
Role outlines with accountabilities and decision limits, and spans of control sized to the volume and type of work each manager oversees.
Centre and site design
A clear split of what head office, shared services and each hotel, branch, store or yard decide, and the information each needs to do it.
- How an engagement with THEFOCUS startsDiscuss this with us
How we approach it
- 01
Trace work and decisions
We follow a sample of real orders, bookings, purchases and approvals through the business to see who touches each one and where it waits.
- 02
Test options against real decisions
Each candidate structure is assessed on the traced examples, counting handoffs and approval steps under each design.
- 03
Write roles before drawing the chart
Accountabilities, decision limits and measures are agreed role by role with the executive team before the chart is finalised.
- 04
Configure the systems to match
Reporting lines, permissions, queues and approval routes are changed in the ERP, CRM and helpdesk before the new structure goes live.
Relevant industries
How an engagement with THEFOCUS starts
A first conversation is about your situation. If there is a fit, we propose a scoped diagnostic with a fixed deliverable before any larger commitment.
Discuss this with us01
A working conversation
Forty-five minutes with the person who would lead the work. We ask about the decision, the systems behind it and the deadline.
02
A scoped diagnostic
Read-only access, a fixed timeframe and a written finding: what the records show, what it costs and what to change first.
03
A plan you can act on
Changes, owners, measures and exclusions in writing. The same team then builds and measures, or hands over cleanly.
- One accountable team
- The people who diagnose also build the systems and measure the result.
- Partners chosen per problem
- Independent specialists join for the parts that need them, under one contract.
- Records before dashboards
- Orders, ledgers and logs are reconciled before any recommendation depends on them.
Questions executives ask
Do you produce a new organisation chart?
Yes, together with role outlines, decision limits and the system changes that make the chart real. Approvals and work assignments follow the systems, so we change those in the same release.
What do you need from us to start?
The current chart and any role descriptions, read access to the systems where approvals, permissions and work queues sit, and time with the people who run the main processes.
Who decides on headcount changes?
You do, with your HR and employment advisers. We show the work, the options and their effects. Consultation and contract changes stay with them.
Discuss this with us
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