Reorganizations & Redefining Organizational Design Processes

Mercer & Company

Current professional times encapsulate an environment where employees have too much fear of being wrong, and not enough trust in them to be right. At a time when fear & trust are two of the biggest threats to production, organizations must re-evaluate the design, and structure of their organizations.

Over the past decade, 74% of employees mention that the work they are directly responsible for is not especially challenging, their organizational structure is the number one difficulty that employees encounter on a day to day basis. A broken organizational structure makes everything else more difficult from organizing projects, to getting critical approvals, to communicating, to executing goals, to solving problems, and getting things done to move forward.


There’s no reason for work to be so hard.

Far too often a company’s broken structure, or workflow management processes, are to blame. Because of bureaucracy, politics, micro-management, antiquated rules, a lack of transparency, a definitive fear that is constantly flowing, ulterior motives, and a multitude of other problems that are obvious to an objective eye. All of which stem from the design of an organization.

Mercer & Company

Multiple times over the existence of a successful organization, the structure, or design of the organization, must be re-shaped. In such a way that the ability to achieve desired outcomes, is both maximized & streamlined.

It’s virtually impossible to do from within because the ability to remove biases is virtually non-existent. That’s where we come in. We enable customers to examine the structure, and/or design of their organization, in such a way that reform efforts are almost always successful.

Why it is important?

Our process for objectively examining an organizational structure is complex, multi-dimensional, and exploratory in order to establish a true understanding of what that design looks like. We both simplify & re-define what it means to structure operational processes, actualize workflows, and optimize functions.

Humans have a natural behavioral response that pre-disposes internal efforts to design an organizational structure to be biased, based on individual preferences, or ideas of what the work looks like. It is the number one reason evaluation efforts can not be done effectively at all. People are resistant to change in organizations because it can be uncomfortable…it’s a natural and an outdated “given”.

Organizational Change

Think of Newton’s first law of motion, friction is the largest barrier to change and people are the friction to evaluating and reforming the structure of an organization.

We create, develop, and execute radical & forward-thinking solutions, designed to solve some of the world's most difficult problems.

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