Organizational design consulting that clarifies who decides
Organizational design consulting here means designing how work and decisions flow: roles, RACI, escalation, and performance measures aligned to the whole system—not local KPIs. We use manufacturing operations as the proving ground; the same design logic applies to other operating companies.
Design vs rearrange the chart
Most reorganizations move boxes. Execution problems rarely come from the boxes. They come from unclear roles, undefined escalation, and measures that reward each function for something different.
Design starts with the work: how orders, decisions, and information actually flow, and where they stall. Then it assigns roles, decision rights, and measures so that structure supports execution.
Decision rights and escalation
We document who is responsible, accountable, consulted, and informed (RACI) for the decisions that matter, and how issues escalate when they cannot be resolved locally. The decision rights and escalation workshop does this with your supervisors in a single working day.
Aligning measures to the system
Local efficiency and budget measures often push functions to optimize themselves at the expense of the whole. We replace misaligned measures with a focused set of outcome measures and diagnostic indicators. See Execution Performance Management.
How this pairs with supervisor training
A trained supervisor in an unclear structure is still stuck. A clear structure with untrained supervisors still stalls. We design both: supervisor training and the leadership development program sit on top of the decision rights and measures we design.
Engagement shape
Engagements usually begin with a diagnostic of how work and decisions flow, followed by design of roles, RACI, escalation, and performance measures, then support while the new structure is put to work. Scope is set after a diagnostic conversation.
Frequently asked questions
What is organizational design consulting?
Here it means designing how work and decisions flow through the organization: roles, decision rights, escalation paths, and performance measures aligned to the whole system.
Is this a reorganization?
Not usually. We look at who decides, who is consulted, and how issues escalate before anyone redraws the chart. Often the fix is clearer decision rights and aligned measures, not new boxes.
Do you work outside manufacturing?
Manufacturing is our proving ground, but the same design logic applies to other operating companies where work flows through several functions.
How does this connect to supervisor training?
Training helps supervisors act. Design makes sure the structure lets them. The two work best together.
Book a diagnostic conversation
Talk through supervisor training, new manager training, or a leadership development program for your operation.