Organization
Is the organization rigged for the strategy?
Organizations often develop gradually. New roles are added, responsibilities shift, and structures are adjusted. Over time, a gap can emerge between how the business is organized and what the strategy actually requires.
AI reinforces this challenge. When analysis, information flow, and parts of the work can be solved in new ways, it’s not necessarily right to carry forward today’s work processes, roles, and capacity needs.
The question, then, is not just how new technology can be adopted, but how the business should be organized when the premises for the work change.
We assist with, among other things:
- Business model / operating model
- Organizational design and structure
- Roles, responsibilities, and interfaces
- Work processes and new ways of working
- Capacity and competency needs
- Organizing the interplay between people and AI
When is organizational advisory particularly relevant?
The need often arises with a new or changed strategy, strong growth, a need for increased productivity, acquisitions and mergers, the introduction of AI and new technology, or when the organization has become too complex.
We start from the business’s strategy and the key drivers for growth, productivity, and competitiveness. We then analyze how the organization, roles, capacity, and governance support — or hinder — execution.
The goal is not a new organizational model on paper, but an organization that makes it easier to prioritize, decide, and deliver.
Are you assessing whether your organization is rigged for what the business needs to succeed going forward?
