Simpler, faster, future-ready organisations.
For CEOs, CHROs and executive teams whose growth has outpaced the way the organisation is designed to work.
Nine practices, one enterprise system.
Most redesigns stall because structure, jobs and workforce plans are built separately. Each practice plugs into the same model of the organisation, so a change in one shows up in the others.
Operating Model & Organisation Design
Strategy moves faster than structure. Layers, spans and duplicated roles creep back within a year.
Design starts from the work the strategy demands, never from the boxes on today's chart. Every option is costed before anyone moves.
- What must the organisation deliver, and which capabilities create the value?
- How many layers, what spans, and where do decisions sit?
- Which option gives the best balance of cost, risk and capability?
- Galbraith Star Model
- Value-chain analysis & activity mapping
- Spans, layers & decision-rights analysis
- Operating-model health check
- OrgVue scenario modelling
- Target operating model blueprint
- Costed structure options
- Governance & decision-rights charter
- Implementation & change plan
- Faster decisions through fewer layers
- Lower cost to serve
- Clear accountabilities across business lines
HR Strategy & Transformation
Business strategy, people strategy and HR initiatives often run as separate agendas, so the people strategy describes what HR will deliver without defining how it creates business value.
HR strategy should begin with the business outcomes the organisation needs to achieve, not with a catalogue of HR initiatives.
- What must the business achieve, and what role must its people strategy play?
- What capabilities, workforce and people practices are required to deliver that ambition?
- How will the organisation execute the strategy and demonstrate the value created?
- Strategic People Value Framework™
- Business Value & Strategic Context
- Future Capabilities & Organisation Design
- Workforce & Skills Strategy
- Integrated People Practices
- Execution, Governance & Value Realisation
- Business-aligned HR strategy
- Future capability blueprint
- Organisation and workforce implications
- Integrated people-practice priorities
- HR investment roadmap
- Strategic scorecard
- Value-realisation framework
- A commercially grounded people strategy
- Organisationally coherent and financially informed
- Executable, connecting workforce capabilities to business performance
Strategic Workforce Planning
Headcount is budgeted, not planned. Annual budgets miss the 3–5 year capability the strategy needs.
A workforce plan is an investment case. It should show leaders what capacity, capability and cost each version of the strategy requires.
- How many people, with which skills, by when and at what cost?
- Build, buy, borrow or bot: which mix fits each capability?
- How does the plan flex across growth scenarios?
- 1-year operational and 5-year strategic horizons
- Build · buy · borrow · bot
- Scenario-based workforce modelling
- Zero-sum workforce budgeting
- FTE / FTC / outsource mix
- Workforce demand & supply model
- Phased hiring and capability plan
- Workforce cost envelope
- Sizing, ratio, span & layer norms
- Capability ready ahead of launches
- Avoided cost of over-hiring
- Workforce budgets leaders can defend
AI Workforce Transformation
Many organisations treat AI as a technology rollout: pick a platform, automate a few processes, train people, measure adoption. The work, roles and decisions stay designed for yesterday.
Redesign work before redesigning jobs. Start from the value chain, tasks and decisions, then decide what should be automated, augmented, handed to digital agents or kept human-led.
- Which activities can AI perform, and which need human judgement?
- Which roles will be augmented, redesigned, reduced or created?
- What skills will employees and managers need, and how fast?
- AI Workforce Readiness assessment
- Task and activity exposure analysis
- Human / AI work allocation
- Skills ontology linked to jobs
- Digital twin scenario modelling
- AI readiness score and roadmap
- Automation and augmentation opportunity map
- Future role and skill implications
- Workforce transition scenarios
- AI investment tied to productivity and cost
- Roles redesigned intentionally, not by default
- A workforce ready for human and digital capacity
Organisation Effectiveness & Productivity
Work expands to fill the structure. Without evidence, staffing debates come down to opinion.
Productivity is designed into roles, shifts and ratios. It cannot be demanded after the fact.
- What workload does each team carry, and what capacity does it need?
- Where are overtime, idle time and duplicated work hiding?
- Which norms should govern staffing as volumes change?
- Activity analysis & workload studies
- Demand modelling & productivity norms
- Org-health analysis
- Organisation network analysis
- Shift & roster design
- Workload & capacity baseline
- Productivity norms and staffing ratios
- Org-health report with remedies
- Less overtime and absenteeism
- Higher output per FTE
- Staffing linked to real demand
Job Architecture & Workforce Governance
Grade inflation and title sprawl make pay hard to defend and careers hard to see.
Job architecture is the backbone of the organisation's data. Get it right and analytics, reward and careers all line up.
- Which roles exist, and what is each one worth?
- Are families, levels and titles consistent across business lines?
- Can people see where their career goes next?
- Job families, sub-families & career levels
- Job analysis & levelling
- Evaluation aligned to HRL, Aon and Mercer IPE
- Skills taxonomy linked to jobs
- Grade governance rules
- Group job architecture
- Role profiles with KPIs
- Career pathways
- Governance guidelines for new roles
- Defensible grading
- Transparent careers
- Clean data for analytics and AI
M&A Organisation & Workforce Integration
Deals outpace the organisation. Acquisitions land before the target operating model is ready.
Integration value is won or lost in the people model. The day-one organisation should be designed during diligence.
- What does the combined organisation need to look like on day one and day 365?
- Where are the people risks, cost synergies and capability gaps?
- How do we keep the business running while we integrate?
- HR due diligence
- Integration checklist & governance
- High-level TOM design
- Change impact assessment
- Scenario-based workforce modelling
- People due-diligence report
- Day-one and end-state TOM
- Integration plan and synergy tracker
- Synergies realised faster
- Retention of critical talent
- A platform ready to scale
People Analytics & HR Tech
Org charts live in slides and HR systems hold data nobody trusts, while decisions need live data on headcount, cost, capability and productivity.
The org chart is now a dataset. A digital twin of people, structure and strategy turns design into a decision tool.
- What does our organisation look like right now, in numbers?
- What happens to cost and spans if we change this structure?
- Which skills will we need, and where are they today?
- OrgVue modelling & predictive analytics
- SAP SuccessFactors & Oracle (R12, Fusion) implementation
- Integrated workforce taxonomy
- AI skills ontology
- Capability dashboards
- Org digital twin
- Workforce analytics framework
- Skills ontology
- Leadership dashboards
- Decisions made on evidence
- Talent visibility across business lines
- Future skills readiness
Talent & Performance Management
Critical roles have no ready successors, performance measures don't reflect the strategy, and nobody can say which skills the organisation really has.
Talent decisions should run on the same data as the organisation design: critical roles, the skills they need, and the people ready to step into them.
- Which roles are critical, and who is ready to take them on?
- Which skills do we have, and which are missing?
- Do our performance measures reward what the strategy needs?
- Succession management for critical roles
- Skills assessment & competency mapping
- Technical capability frameworks
- Psychometrics (Saville Wave, Strong, Talent Q)
- KPI dictionaries & balanced scorecards
- Group dynamics assessments (SGI, LGI, FGD)
- Critical-role map and succession plans
- Competency and capability frameworks
- Skills assessments and gap analysis
- KPI dictionary and performance scorecards
- Ready successors for critical roles
- Lower regretted attrition
- Performance tied to strategy
How a design earns its sign-off.
Redesigns lose momentum when leaders see the answer too late, or too often. Every mandate follows the same six steps, with three leadership sessions and one test that every option must pass.
- ◆ Leaders align1Align
Agree scope, rationale and expectations. Build the workplan.
- 2Assess
Interviews, surveys and workforce data. Test the hypotheses.
- ◆ Leaders agree3Design
Build design options. Detail and cost the chosen one.
5 Rights test - 4Impact
Financial, people and operational impact. Plan mitigations.
5 Rights test - ◆ Leaders sign off5Plan
Implementation plan, communications and change narrative.
- 6Deliver
Manage delivery. Track KPIs after go-live.
The 5 Rights, checked together so the trade-offs show.
An option can look strong on people and team and still fail on size or spend. Plotting all five at once shows leaders exactly what needs more work before sign-off.
Diagnose. Design. Prepare for AI. Accelerate.
The frameworks can be used on their own or combined into one pathway from strategy to performance.
See the organisation clearly
Complexity Index, Health Score and Manager Effectiveness Radar.
Shape the future organisation
Operating Model Canvas, Future Capability Radar and Workforce Value Framework.
Redesign work intentionally
AI Workforce Readiness and Digital Twin Maturity.
Speed up execution
Decision Velocity.