The Organizational Design Playbook

Chapter 1. Introduction to Organizational Design

1.1 What Organizational Design Is (and Is Not)
1.2 When Structure Actually Matters for Performance
1.3 The Role of the Organizational Design Playbook
1.4 How to Use This Book in a Live Project

Chapter 2. Why Organizations Undertake a New Org Design

2.1 Strategic Triggers: New Strategy, M&A, Growth, Turnaround
2.2 Operating Triggers: Complexity, Inefficiency, Slow Decisions
2.3 People Triggers: Talent Gaps, Engagement Issues, Leadership Changes
2.4 External Triggers: Regulation, Technology, Competitive Shifts
2.5 When Not to Redesign: Problems Structure Won’t Fix

Chapter 3. Org Design Frameworks and Approaches

3.1 Classic Levers: Structure, Processes, People, Technology, Culture
3.2 Common Org Models: Functional, Divisional, Matrix, Networked, Agile
3.3 Design Logic: From Strategy to Capabilities to Structure
3.4 Comparative Approaches: McKinsey 7S, Galbraith Star Model, Operating Model Frameworks
3.5 Choosing the Right Framework for Your Context

Chapter 4. Clarifying Strategic Intent and the Case for Change

4.1 Translating Strategy into Organizational Implications
4.2 Defining Design Objectives and Success Criteria
4.3 Building the Case for Change (Fact Base and Narrative)
4.4 Aligning the Top Team Around the Problem to Solve

Chapter 5. Shaping the Org Design Program

5.1 Scope: What Is In and Out of the Redesign
5.2 Governance: Steering Committee, Design Authority, Working Teams
5.3 Roles and Responsibilities in the Design Effort
5.4 Workplan, Milestones, and Cadence of the Project

Chapter 6. Diagnosing the Current Organization

6.1 Structural Mapping: Org Charts, Spans, Layers, Headcount
6.2 Process and Decision Mapping: How Work Really Gets Done
6.3 Voice of the Organization: Interviews, Surveys, Workshops
6.4 Performance and Health: Metrics, Benchmarks, Pain Points
6.5 Diagnostic Summary: Strengths, Issues, and Design Hypotheses

Chapter 7. Defining Design Principles and Guardrails

7.1 What Good Design Principles Look Like
7.2 Co-Creating Principles with the Leadership Team
7.3 Translating Principles into Practical Design Tests
7.4 Guardrails: Non-Negotiables and Constraints (Regulatory, Financial, Labor)

Chapter 8. Designing the Macro-Structure

8.1 Choosing the Primary Basis of Grouping (Product, Geography, Segment, Function)
8.2 Evaluating Structural Options: Pros, Cons, and Trade-Offs
8.3 Designing Business Units, Divisions, and Corporate Center Roles
8.4 Global vs. Local: Control, Autonomy, and Standardization
8.5 Macro-Structure Design Review Checklist

Chapter 9. Designing the Micro-Structure and Roles

9.1 Breaking Down Units into Teams and Sub-Functions
9.2 Role Design: Mandates, Accountabilities, Interfaces
9.3 Job Profiles, Bands, and Levels
9.4 Avoiding Role Fragmentation and Overlap
9.5 Micro-Structure Design Templates and Examples

Chapter 10. Decision Rights, Governance, and Management Processes

10.1 Identifying Critical Enterprise Decisions
10.2 RACI and RAPID: Tools for Clarifying Decision Ownership
10.3 Governance Bodies: Committees, Forums, and Management Meetings
10.4 Management Processes: Planning, Budgeting, Performance Reviews
10.5 Simplifying Governance: Reducing Committees and Complexity

Chapter 11. Spans of Control, Layers, and Managerial Workload

11.1 Why Spans and Layers Matter for Cost and Speed
11.2 Analyzing Current Spans and Layers: Methods and Benchmarks
11.3 Designing Target Spans and Layering Principles
11.4 Right-Sizing Management Roles and Delegating Effectively
11.5 Practical Guidelines on “Lean but Not Flat” Organizations

Chapter 12. Interfaces, Collaboration, and Ways of Working

12.1 Mapping Critical Interfaces Across Units and Functions
12.2 Designing Cross-Functional Teams and Squads
12.3 Collaboration Norms, Meeting Architecture, and Escalation Paths
12.4 Agile and Hybrid Models: When and How to Use Them
12.5 Reducing Friction: Handoffs, SLAs, and Service Catalogs

Chapter 13. People, Talent, and HR Implications

13.1 Talent Segmentation and Critical Roles in the New Design
13.2 Selection and Placement: Who Goes Where and Why
13.3 Job Architecture, Titles, and Career Paths
13.4 Performance Management, Incentives, and Rewards
13.5 Managing Sensitive Transitions: Redeployment and Exit Programs

Chapter 14. Location, Footprint, and Sourcing Choices

14.1 Centralization vs. Decentralization of Activities
14.2 Shared Services, Centers of Excellence, and Outsourcing
14.3 Remote, Hybrid, and On-Site Work Patterns
14.4 Location Strategy: Cost, Talent Pools, Risk, and Regulation
14.5 Integrating Footprint Decisions into the Org Design

Chapter 15. Quantifying Impact and Building the Business Case

15.1 Cost Implications: Headcount, Layers, Overheads
15.2 Revenue and Performance Uplift: How to Estimate and Articulate
15.3 Productivity and Speed Metrics: Cycle Time, Decision Latency
15.4 One-Time Costs: Transition, Severance, Systems, and Training
15.5 Business Case Template and Approval Process

Chapter 16. Implementation Planning and Change Management

16.1 Phasing the Transition: Big Bang vs. Phased Rollout
16.2 Detailed Implementation Roadmap and Critical Path
16.3 Communication Strategy: Audiences, Messages, Channels
16.4 Leadership Alignment and Role-Modeling
16.5 Managing Risks and Issues During Implementation

Chapter 17. Sustaining and Evolving the New Organization

17.1 Org Health and Performance Metrics: What to Track
17.2 Feedback Loops: Listening Mechanisms and Pulse Checks
17.3 Periodic Org “Tune-Ups” vs. Major Redesigns
17.4 Capability Building for Leaders and HR
17.5 Embedding Continuous Improvement into the Operating Model

Chapter 18. Using External Advisors and Consultants

18.1 Legal Advisors: Labor Law, Contracts, and Regulatory Compliance
18.2 HR Advisors: Policies, Layoffs, Benefits, and Employee Relations
18.3 Consulting Teams from Large Firms: When Full-Scope Support Makes Sense
18.4 Independent Consultants: Targeted Expertise and Flexibility via Umbrex
18.5 How to Select, Contract, and Manage External Advisors Effectively