Organisational RiskElevated
68/100 exposure
Change load and unclear interfaces create execution risk.
Organisation Design · 75% / Job Evaluation · 25%
See the organisation before you change it.
Test a design move. Expose the trade-offs. Decide when to involve OD and JE specialists.
Current decision stageFrame the problemEvidence confidence: medium
AccountabilityBlurred
46/100 clarity
Three material decisions lack a single accountable owner.
Organisational EfficiencyConstrained
54/100 effectiveness
Duplicated activity and slow decisions consume capacity.
Growth and integration
Two business units must combine without losing customer momentum.
People1,240
Layers8
Median span4.2
Decision latency18 days
Executive assumptions
7
4
6
Executive Learning Journey
A decision-led programme. Built around a live organisational challenge.
01
Translate strategy into design criteria
Define the capabilities, behaviours, controls, and outcomes the organisation must enable.
02
Separate symptoms from causes
Test whether poor performance stems from structure, process, capability, leadership, or incentives.
03
Read the organisation as a system
Examine work, accountabilities, decision flows, interfaces, data, and formal structure together.
04
Frame the evidence
Use spans, layers, workload, decision latency, duplication, and employee insight without chasing false precision.
Executive exercise: Is this genuinely a structure problem?
Interrogate the scenario and identify the minimum evidence required before intervention.
01
Set design principles
Make the strategic choices explicit before drawing boxes or naming roles.
02
Generate real alternatives
Compare options against the same criteria. Avoid presenting one preferred structure as an open choice.
03
Design accountability
Place authority where information and consequences meet. Make escalation deliberate.
04
Design the interfaces
Define how units exchange work, decisions, information, resources, and assurance.
Executive exercise: Build and stress-test two options
Compare strategic fit, cost, customer effect, people impact, risk, and implementability.
01
Make trade-offs visible
Efficiency, resilience, control, speed, and customer proximity rarely improve together.
02
Test organisational risk
Examine key-person reliance, control gaps, excessive spans, unclear ownership, and change saturation.
03
Apply JE at the right point
Evaluate changed work and accountability after role design. Never design towards a target grade.
04
Record the decision
Capture evidence, assumptions, rejected options, mitigations, and accountable ownership.
Executive exercise: Defend the decision
Present the option, trade-offs, residual risks, and evidence to a challenge panel.
01
Sponsor the whole change
Leadership accountability continues through design, consultation, transition, adoption, and benefits.
02
Sequence implementation
Protect critical operations, name transition owners, and control dependencies.
03
Lead the people impact
Explain the case for change, listen, act fairly, and retain capability through uncertainty.
04
Measure sustained impact
Track outcomes, decision performance, accountabilities, behaviour, and unintended consequences.
Executive exercise: Sponsor the first 90 days
Set governance, milestones, evidence, intervention points, and benefit measures.
Job Evaluation Guardrail
Evaluate the work after role design. Keep organisational need separate from grade outcome.
Has the role materially changed?
Complete the materiality check
Job evaluation measures the role. It does not measure the person, reward performance, or validate an organisational chart.
◆
Non-negotiable controlDo not alter responsibilities to secure a preferred grade. Maintain an evidence trail and use the organisation's approved JE method.
Bring the OD team in before the answer hardens.
Use the lab output to frame the problem, commission the right evidence, compare options, and agree decision rights. The OD team becomes a strategic partner, not a late-stage charting service.