Organization & Operating Model
Aligning structure with strategy — roles, decision flow, team setup, and operating model that supports change.
What We Do
Designing organizations that can move with the business
We design flexible organizational and operating models built for change — not fixed role charts frozen at a single moment in time. Our work focuses on how people actually interact, make decisions, and move work forward as strategy, markets, and priorities shift. Instead of rigid structures and permanent role definitions, we build adaptive setups: clear accountability, evolving roles, and working agreements that stay relevant as the business changes. This allows teams to respond to new directions, scale complexity, and adjust focus without constantly rebuilding the organization from scratch.
Services Offered
Flexible Organizations
Flexible organizational design, evolving roles, and an operating mindset built around ownership, decisions, and execution.
01
Organization design for the real situation
We design organizational structures based on the actual context: strategy, business stage, product setup, geography, and constraints.
01
Organization design for the real situation
We design organizational structures based on the actual context: strategy, business stage, product setup, geography, and constraints.
01
Organization design for the real situation
We design organizational structures based on the actual context: strategy, business stage, product setup, geography, and constraints.
02
Operating model and governance
We define how decisions are made, where control sits, and how headquarters and business units interact. Applicable to single-product companies, multi-product groups, and ecosystems.
02
Operating model and governance
We define how decisions are made, where control sits, and how headquarters and business units interact. Applicable to single-product companies, multi-product groups, and ecosystems.
02
Operating model and governance
We define how decisions are made, where control sits, and how headquarters and business units interact. Applicable to single-product companies, multi-product groups, and ecosystems.
03
Change Execution & Adoption
We ensure organizational changes actually happen — translating new structures, roles, and processes into daily behaviour, decision-making, and management routines, so the organization does not revert to old patterns.
03
Change Execution & Adoption
We ensure organizational changes actually happen — translating new structures, roles, and processes into daily behaviour, decision-making, and management routines, so the organization does not revert to old patterns.
03
Change Execution & Adoption
We ensure organizational changes actually happen — translating new structures, roles, and processes into daily behaviour, decision-making, and management routines, so the organization does not revert to old patterns.
04
Implementing OKR as a management system
We implement OKR as a management system that links strategy, priorities, and execution, makes choices explicit, and aligns teams. This includes designing and running strategic routines: planning cycles, reviews, monitoring, and reflection.
04
Implementing OKR as a management system
We implement OKR as a management system that links strategy, priorities, and execution, makes choices explicit, and aligns teams. This includes designing and running strategic routines: planning cycles, reviews, monitoring, and reflection.
04
Implementing OKR as a management system
We implement OKR as a management system that links strategy, priorities, and execution, makes choices explicit, and aligns teams. This includes designing and running strategic routines: planning cycles, reviews, monitoring, and reflection.
05
Employee journey, culture, and internal communication
We design employee journey, internal communications, and learning so change is understandable and executable. Culture here is not a statement — it’s how decisions are made and how leaders behave.
05
Employee journey, culture, and internal communication
We design employee journey, internal communications, and learning so change is understandable and executable. Culture here is not a statement — it’s how decisions are made and how leaders behave.
05
Employee journey, culture, and internal communication
We design employee journey, internal communications, and learning so change is understandable and executable. Culture here is not a statement — it’s how decisions are made and how leaders behave.
06
Hiring support for critical roles
We support hiring for key roles in marketing, product, sales, and people functions — from role definition to interview participation and candidate evaluation through a strategic lens.
06
Hiring support for critical roles
We support hiring for key roles in marketing, product, sales, and people functions — from role definition to interview participation and candidate evaluation through a strategic lens.
06
Hiring support for critical roles
We support hiring for key roles in marketing, product, sales, and people functions — from role definition to interview participation and candidate evaluation through a strategic lens.
07
Roles, responsibilities, and decision rights
We clarify key roles, responsibilities, and decision rights. This removes duplication, hidden dependencies, and situations where decisions stall because ownership is unclear.
07
Roles, responsibilities, and decision rights
We clarify key roles, responsibilities, and decision rights. This removes duplication, hidden dependencies, and situations where decisions stall because ownership is unclear.
07
Roles, responsibilities, and decision rights
We clarify key roles, responsibilities, and decision rights. This removes duplication, hidden dependencies, and situations where decisions stall because ownership is unclear.
No two projects start the same
Each engagement begins with understanding the situation — not selecting a service. From there, we clarify priorities, define scope, and shape how the work should be done.
No two projects start the same
Each engagement begins with understanding the situation — not selecting a service. From there, we clarify priorities, define scope, and shape how the work should be done.
No two projects start the same
Each engagement begins with understanding the situation — not selecting a service. From there, we clarify priorities, define scope, and shape how the work should be done.
