We design the structure—areas, teams, roles, and communication flows—and the governance model that determine how the strategy is executed: who decides what, with what information, and at what level.
the
problem
Structure defines who does what: areas, teams, and roles. Governance defines who decides what, using what information, and at what level. They are two sides of the same coin, but they are often designed separately, at different times, and by different departments.
When the structure changes but governance doesn't, decisions continue to pass through areas that no longer execute them or through committees designed for a different organization. When governance changes but the structure doesn't, responsibilities are assigned to teams that lack the authority and information to take them on. In both cases, cross-dependencies arise, decisions bounce up and down, meetings are held to coordinate what the organization should resolve on its own, and strategy arrives too late for execution.
01
A joint diagnosis
The current structure and decision flow mapped out together: who does what and who decides what.
LSA Global
02
Structure around the value stream
Areas and teams organized around how value is delivered, with fewer dependencies and duplications.
McKinsey
03
Roles with real authority
Each role with the responsibilities, authority, and information needed to fulfill them.
McKinsey
04
Decisions at the right level
Clear criteria, responsibilities, and authority levels to make decisions with agility and consistency.
05
Feedback
The necessary information reaches the decision-maker and feeds back into the next decision.
06
Less coordination, more execution
Fewer coordination meetings, less waiting, and less ambiguity in execution.
what
we do
We map the value stream of a product or service in less than a month, in working sessions with your teams: where value slows down and what to change first.
With that diagnosis, we map the current structure and the decision-making flow—who decides, with what information, and where it stalls—and we design both pieces at the same time: the structure (departments, teams, roles, and communication flows, including digital teams and structures) and the governance model, with clear criteria, responsibilities, and levels of authority.
the
approach
We start from how the organization generates value, how it is organized, and how it makes decisions today; then, we design structure and governance together and test the changes. Each step builds on the previous one.
01
Start with the value stream
We use the existing value stream map or build it as a first phase.
02
Map structure and decisions
We document areas, teams, roles, and dependencies, as well as how decisions are made and how information flows.
03
Design the structure
We define areas, teams, roles, and communication flows aligned with the strategy.
04
Designing governance
We establish criteria, responsibilities, and levels of authority for each type of decision.
05
Test and scale
We implement changes within a limited scope, measure the results, and scale.
frequently
asked
It is the set of criteria, responsibilities, and levels of authority that determine who decides what, using what information, and when. Its goal is to enable the organization to make decisions with agility and consistency.
No. The organizational chart is just one part of it. We also work on roles, communication flows, and decision-making processes, which is where delays usually happen.
By mapping how the company is organized today and how it makes decisions. With that diagnosis, it's decided what needs to change before planning the transformation.
Structure and governance are part of the operating model, alongside processes and systems. They can be addressed separately or as part of a complete operating model redesign.
other
services
cases
