Ojong People & Strategy Group helps Calgary and Canadian organizations design operating models, reporting structures and role accountabilities that reduce friction and improve decision-making. Our approach is grounded in organizational science and tailored to each client's strategy, culture and context.
What's included
- Operating model design and redesign
- Organizational structure assessment
- Role clarity and accountability frameworks
- Spans and layers analysis
- Post-merger and post-restructuring integration
How structure shapes performance
How an organization is structured shapes how it performs. When decision rights are unclear, spans of control are stretched or teams are organized around a strategy that has since moved on, the symptoms show up as slow decisions, duplicated work, frustrated managers and talent leaving.
Organizational design looks at the whole system: the operating model, the structure, the roles and accountabilities, and how work and decisions flow between them. The aim is not a new org chart for its own sake, but a structure that makes the strategy easier to execute.
Our approach
We begin by understanding the strategy the structure has to serve and diagnosing where the current design helps or gets in the way. Using structure assessment, spans and layers analysis and role-clarity work, we develop design options with leaders and test them against your priorities.
Redesign is also a change for the people in it. Because we are Prosci-certified change practitioners, we plan the transition with the same care as the design, so that new roles and reporting lines are understood, accepted and working, including after a merger or restructuring.
Organizational Design: frequently asked questions
What is organizational design?
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Organizational design is the process of shaping an organization's operating model, structure, roles, accountabilities and decision rights so that they support its strategy. It covers who does what, who decides what, and how work flows between teams.
When does an organization need a redesign?
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Common triggers are a new strategy, growth or contraction, a merger or acquisition, slow or unclear decision-making, duplicated work between teams, or managers with spans of control that are too wide or too narrow to lead well.
What is a spans and layers analysis?
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It measures how many direct reports each manager has (span) and how many management levels sit between the front line and the top (layers). The results show where an organization is too hierarchical, too flat, or uneven, and inform the redesign.
Do you support integration after a merger or restructuring?
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Yes. Post-merger and post-restructuring integration is part of our organizational design work, and we pair it with change management so people understand and adopt the new structure.