Explore every episode of the podcast Unpacking organizations: the practitioner's podcast

Shradha and Rupert are joined by Brandon Curry, CEO of WorkArts and a practitioner who has led org design from the shop floor to the C-suite. Drawing on years of experience in manufacturing, performance improvement, and HR leadership, Brandon shares how real org impact comes from centering the customer, not the spreadsheet.

They explore:

• Why designing around spans and layers often leads to “averageness”
• How founders—and founder-mindsets—drive better design
• How talent insight compounds over time
• The dangers of blindly implementing best practices or benchmarks
• Why modeling options and playing with org scenarios is underrated
• The trap of designing for people vs. designing for purpose

If you want practical, grounded org design that starts with strategy, centers the customer, and scales with clarity—this is a must-listen.

In this episode, Shradha and Rupert are joined by Janet Sherlock, former Chief Digital and Technology Officer at Ralph Lauren and now founder and CEO of OrgWorks, to explore why clarity, structure, and leadership design are central to organizational performance in today’s complex world.

Janet brings fresh insight into the human and business cost of org confusion, backed by her research and executive experience.

They discuss:

• Why executive team structure (ELT/TMT) is often the missing link in org design
• The hidden cost of role ambiguity—and why 20% of time is lost to navigating it
• The trap of designing around people (yes, we’ve all done it!)
• Why the AI hype is leading CEOs to rush decisions without a solid foundation
• And how Drucker, structure, and storytelling still matter—perhaps now more than ever

A must-listen if you care about designing organizations with purpose, clarity, and long-term value.

In this episode, Shradha Prakash and Rupert Morrison sit down with Garth Andrus, author of The Technology Fallacy, and global leader in org and AI transformation at Andersen Consulting, to explore how AI is fundamentally reshaping the way we design and lead organizations.

Together, they dive into:

🔹 Why AI disrupts more than just workflows—it changes governance, talent, and decision rights

🔹 What org leaders are getting wrong about “business as usual” in an AI-driven world

🔹 How “minimum viable change” can be a powerful lever for building momentum

🔹 What to do when PMOs, change functions, and leadership aren’t evolving fast enough

🔹 And the one question every leader should ask: What happens if we don’t change?

With practical tools, candid insights, and bold thinking, this episode is a masterclass in how to lead transformation with both clarity and humanity.

Shradha and Rupert are joined by Nathan Lavoie, Global Head of Organizational Change Management and Readiness at Sanofi. Drawing from his experience at Sanofi, CVS Health, Accenture, and Deloitte, Nate unpacks what it really takes to lead sustainable change—from strategy through to execution.

The trio explores:

• How to create a compelling change narrative that cascades with consistency
• Why operating model change is more than boxes and lines—it’s a people journey
• The practical tools behind good change: fishbowls, espresso chats, start/stop/continue
• What it means to center psychological safety and trust in change delivery
• And why "power skills" are the new must-haves for modern leaders

Whether you're rethinking your structure, launching transformation, or just wrestling with organizational inertia, this episode is your blueprint for leading change that actually sticks.

Hosts Shradha Prakash and Rupert Morrison are joined by Chelsea Jennings, a seasoned leader in organizational effectiveness at a major global bank. With a background that spans engineering, consulting, and executive coaching, Chelsea shares her unconventional path into org design and her experience building internal org effectiveness capabilities from the ground up.

The conversation covers:

• How to shift org design from “backroom decisions” to collaborative transformation
• The critical role of executive sponsorship and internal partnerships
• Why internal consulting demands curiosity, influence, and systems thinking
• What makes org design truly sustainable in complex, ever-evolving environments
• They also touch on Chelsea’s passion project, UnSilenceHer, and what it means to create space for overlooked voices in leadership.

In this episode of Unpacking Organizations, Shradha Prakash and Rupert Morrison sit down with Paul Krasilnick, Global Lead of OD and People Analytics at Baringa, for a wide-ranging conversation on the future of organization design. From breaking free of "boxes and lines" to embracing agile thinking, they discuss how leaders can use data, design guardrails, and strategic storytelling to shape more responsive, human-centered organizations. With AI and automation accelerating change, Paul shares how org models must evolve to stay relevant—and why the HR Business Partner of the future might be your next Talent Insight Partner. It’s an honest, optimistic take on transformation, critical thinking, and the importance of freedom within a framework.

What does it take to make organization design work in the real world? In this conversation, hosts Shradha and Rupert are joined by Jodie Goulden and Richard Lucas from Orgdesign Works to discuss what it takes for successful org transformation. They talk about when to say no to rushed structure changes, how to build internal capability, and why wide and deep engagement beats speed every time. This episode is a roadmap for leaders ready to think systemically and act courageously.

Shradha and Rupert sit down with Kent McMillan, Managing Director at Accenture and author of Rethinking Operating Models. Together, they dive into how organizations can evolve in the face of rapid technological change, especially with the rise of AI.

Kent shares powerful insights from decades of experience in operating model design—highlighting the importance of systems thinking, adaptive strategy, and core capabilities that drive lasting success.

From reimagining learning cultures to staying resilient through disruption, this conversation explores:

• The role of AI in reshaping the workplace
• How to foster a passion for learning and innovation
• Why continuous reinvention is key to staying competitive
• Balancing new technology with timeless business principles

Whether you're a leader navigating change or a strategist shaping the future of work, this episode offers actionable ideas and fresh perspective on building organizations that thrive.

Rupert and Shradha sit down with Michael Griffiths, Deloitte US Organization, Workforce & Change Consulting Leader, to examine the shifting dynamics of organizational change, with a particular emphasis on skills-based organizations. They explore the practical challenges of adopting skills-based frameworks, the cultural transformations required for effective performance management, and the critical role of job architecture in today’s workplaces. The discussion also covers the impact of technology, the importance of decision rights, and the evolving nature of job descriptions—highlighting the urgent need for organizations to keep pace with a rapidly changing world.

Rupert and Shradha are joined by Badr Ait Ahmed, a seasoned expert in workforce planning and people analytics. The conversation explores the critical differences between headcount planning and workforce planning, emphasizing the need for a multidisciplinary approach that includes finance, HR, and other departments. Badr shares insights on the importance of embedding workforce planning into business processes, the risks of neglecting non-direct workforce planning, and the challenges of quantifying the cost of attrition. He also discusses his journey from corporate life to entrepreneurship, highlighting the value of transformation and the necessity of iteration over perfection in the workforce planning process.

Cole Napper, VP at Lightcast, joins Rupert and Shradha to explore the intricacies of workforce planning and analytics. They discuss the importance of integrating internal and external data, the impact of demographic changes on talent availability, and the evolving landscape of AI skills. Cole shares insights on how to influence organizational mindsets with data, the significance of aligning workforce strategies with business objectives, and lessons learned from successful and unsuccessful location strategies. The conversation also highlights the value of effective data visualization tools, particularly box plots, in workforce planning.

Lightcast’s Workforce Risk Index - https://lightcast.io/resources/research/workforce-risk-outlook

Shradha and Rupert delve into Mark McAleer’s journey into organizational design, unpacking the intricacies of change management. The discussion highlights the critical role of addressing the human aspects of organizational change, the significance of engaging stakeholders effectively, and the obstacles encountered in driving successful transformation. Mark offers valuable perspectives on the importance of adopting a holistic approach to organizational design and explores how tools like organizational network analysis can improve outcomes. The episode wraps up with actionable advice on steering clear of common pitfalls in change management.

Hosts Rupert and Shradha are joined by Sam Spurlin, a consultant at The Ready, to explore the evolving landscape of organizational design and the future of work. They discuss the importance of understanding work as a continuous process, the need for modern organizational operating systems, and the significance of embracing complexity over oversimplification. The conversation delves into practical strategies for transforming meetings, identifying organizational tensions, and fostering a culture of experimentation and iteration. Sam shares insights on tools and traps in organizational change, emphasizing the potential for small, impactful changes to create significant ripple effects within organizations.

In this episode, hosts Shradha and Rupert chat with Alan Susi, VP and Global Head of Organizational Planning and Analytics at S&P Global. Alan shares his journey from Fannie Mae to S&P, discussing the evolution of workforce planning and the importance of integrating various functions within organizations. The conversation delves into the challenges and successes of navigating mergers, the significance of empathy and collaboration in team dynamics, and the critical alignment between finance and people teams. Alan emphasizes the need for continuous learning and adaptation in the face of changing business landscapes, while also outlining the future aspirations for his team and the tools and traps to avoid in organizational planning.

In this episode, hosts Shradha and Rupert engage with guest Jordan Pettman to explore the significance of Integrated Business Planning (IBP) in organizations. Jordan shares his extensive professional journey, emphasizing the need for a cohesive approach to organizational strategy that integrates finance, HR, and operational planning. The conversation delves into the cultural prerequisites for successful IBP implementation, the challenges of gaining organizational buy-in, and the importance of building collaborative relationships across departments. Jordan also discusses the essential skills for leaders in the OP&A function and offers practical advice on avoiding common pitfalls in process management and technology adoption.

Rupert and Shradha engage with Hardeep Kaur, who shares her extensive experience in organizational change and leadership. Hardeep discusses her journey from manufacturing to change management, emphasizing the importance of curiosity, effective communication, and the role of sponsors and stakeholders in driving successful transformations. The conversation highlights the nuances of change versus transformation and the need for passionate change advocates to ensure successful implementation. In this conversation, she also discusses the challenges of change fatigue and the importance of reframing change as a natural part of work. She differentiates between incremental changes and transformational shifts, emphasizing the need for a balanced approach to leadership that incorporates both human-centric strategies and technological advancements. The discussion also highlights the significance of stakeholder engagement and the mindset required to foster progress over perfection.

In this engaging conversation, Rupert and Shradha welcome Julian Chender, an expert in organization design, to discuss his journey from corporate consulting to social impact work. Julian shares insights on the importance of culture in organizations, particularly how it relates to their products and services. He reflects on his experiences at the National Institute of Allergy and Infectious Disease, where he learned valuable lessons about organizational culture and its impact on performance. The discussion also delves into the challenges of translating corporate concepts into the nonprofit sector, emphasizing the need for effective communication and understanding of organizational dynamics. In this conversation, the speakers delve into the unique challenges and strategies within the nonprofit sector, emphasizing the importance of understanding organizational culture, measuring impact, and navigating cost-cutting measures.

On this episode, Rupert and Shradha interview Don Miller from Deloitte about the concept of digital twin and its relevance in organizations. A digital twin is a replicated scenario or live model of certain elements in a system, allowing organizations to explore and make decisions without affecting the actual people and systems. Don emphasizes the importance of using digital twins to scenario model organizational moves and workforce planning, especially for global companies with labor regulations. Don cautions the practitioners on over-engineering of data and and offers practical guidance for organizations to define their strategy and make better decisions.

00:00 Introduction and Background

06:09 Exploring the Concept of Digital Twin

28:06 Avoiding Over-Engineering and Using the Strategic Choice Cascade

On this episode Rupert and Shradha interview Sharon Dye Yates, an org development and org design professional. Sharon shares her journey into the field of organizational development and discusses her three passions: culture, change integration, and organizational design. She emphasizes the importance of establishing tangible and measurable culture and for a robust change integration approach to ensure org changes are fully integrated and not abandoned after the initial implementation. She highlights why it is important to align org design to culture and change integration to adapt to a dynamic ecosystem.

00:00 Introduction and Welcoming Sharon Dye Yates

01:28 Sharon's Journey into Organizational Development

09:17 Culture Eats Strategy

24:36 Organizational Design

26:17 Tools for Success

28:25 Avoiding the Trap of Arrogance

Jules Siegel-Hawley, a clinical social worker and organization design transformation expert, shares her journey and insights into the world of organization design and job architecture. Jules emphasizes the importance of clear communication, meticulous project management and involving people managers in overall change. Jules also highlights the need for a comprehensive social, legal, and risk assessment in the implementation process.

Key tip - the conversation guide was inspired by the Harvard and Ariadne Lab “serious illness conversation guide”. You will be surprised how we can draw parallels in organizational change management.

Shradha and Rupert are joined by Otto Pretorius to discuss job architecture and its importance in organizations. They explore the evolution of job architecture, the role of data in job design, and the connection between job architecture and skills-based approaches. Otto emphasizes the need for a structured and sustainable approach to job architecture, highlighting the importance of building what is needed at the present while keeping room for future additions. He also addresses the impact of AI on job architecture and the integration of external data sources.

Chapters

00:00 Introduction and Welcome

02:05 Otto's Background and Journey

05:13 Understanding Functional Architectural Models in HR

06:55 The Importance of Job Architecture and Role Grids

08:37 The Role of Elliot Jacques and Stratified Systems Theory

10:39 Evolution of Job Architecture and the Skill-Based Economy

25:03 The Impact of AI on Job Architecture

27:26 Distinguishing Stable Internal Infrastructure from External Data Sources

29:26 Recommended Resources: 'Data-Driven Org Design' and 'A for Accountability'

32:36 Closing Remarks and Farewell

Himanshu Tambe, an adjunct faculty in Indian School of Business and Singapore Business University, emphasizes how organizations of the future are shifting from traditional hierarchical models to networked fluid models. He highlights the need for the CEO to take the ownership of org design aligning it to the strategy and business objectives. Himanshu called out the importance of technology, such as the Orgvue platform, in designing organizations by evaluating different scenarios and following a robust approach since there are severe cost implications of inadequately thought-out org design changes.

Chapters

00:00 Introduction and Background

08:20 The Paradigm Shift in Organization Forms

13:40 The Role of Technology in Organization Design

27:42 The Role of CEOs in Organization Design

In this episode, Rupert and Shradha discuss the connection between understanding the work and the value chain of a business. They explain that the value chain is the process of transforming inputs into outputs that generate revenue, and it varies across industries. They also introduce the concept of the hedgehog concept from Jim Collins, which involves being the best in the world at something, being passionate about it, and ensuring it is economically viable. They emphasize the importance of every leader in the organization immersing themselves in understanding their own value chain and how they make money.

Chapters

00:00 Introduction and Question

06:47 Optimizing the Value Chain and Work

11:23 The Role of Organization Design

This conversation explores the concept of the gig economy and how organizations should approach designing for it. It discusses the challenges of incorporating gig workers into organizational design and the need to understand the work and the role of gig workers. The conversation also touches on the importance of considering the ego and biases in decision-making, as well as the practical aspects of resource management and capacity planning. The key takeaways include considering gig workers as part of the workforce, providing them with similar benefits as full time employees, and including them in decision-making processes.

Chapters

00:00 Introduction and Discussion of the Gig Economy

04:25 The Continuum of Augmenting the Workforce

09:10 Inclusion and Practical Considerations for Designing for Gig Workers

The conversation explores the relationship between the level of work and hierarchies within organizations (yes, these are two different concepts). It discusses how the wrong levels of work can lead to the manifestation of wrong types of hierarchy, resulting in micromanagement and confusion in reporting structures. The conversation introduces the work of Elliott Jacques, a Canadian behavioural scientist, who developed a stratified system to categorize different levels of work based on time horizon and cognitive complexity.

This week, our guest is Amy Kates. A guiding force for all of org design practitioners and enthusiasts out there. Amy shares her impressive journey of becoming an org design industry leader and an entrepreneur as she talks about STAR model of org design, concept of Minimum Viable Structure and the importance of taking time and space to do org diagnostic. Join us to hear her talk about how a good org design helps shape desired human behavior at scale.

Chapters

00:00 Introduction and Background

03:20 The Parallel Between City Planning and Organizational Design

08:56 The Craft of Organization Design

13:57 The Role of Technology in Organization Design

25:38 The Importance of Diagnostics in Organization Design

In this episode, we are honoured to have Paul Tolchinsky as our guest. Paul discusses his journey in whole-scale change management and the lessons he has learned over the years. He emphasizes the importance of speed and engagement in change efforts, and the need to involve the whole system in decision-making. Paul also highlights the trap of being preachy and thinking that you have all the answers, instead advocating for listening to the wisdom of the system. The key takeaway is to trust the wisdom in the system and create conditions for people to achieve their desired outcomes.

Chapters

00:00 Introduction and Background

05:36 Paul's Journey in Whole-Scale Change Management

13:26 The Concept of Whole-Scale Change

28:10 The Wisdom in the System

In this episode, Shradha and Rupert discuss the concept of time and how it relates to organizational design and workforce planning. They explore the different time horizons of strategic, operational, and tactical planning, and the level of granularity and aggregation associated with each. The conversation emphasizes the need for different thinking styles, language and involvement of stakeholders when discussing different planning approaches.

Strategic workforce planning involves long-term thinking and scenario analysis. Operational workforce planning focuses on budgeting and resource allocation in the short to medium term. Tactical workforce planning is reactive and deals with immediate scheduling and staffing needs. Capacity planning can be considered in all three planning approaches.

Chapters

00:00 Introduction and Spring Break

04:45 The Role of Org Design in Strategic Workforce Planning

09:42 The Pitfalls of Misusing the Term 'Strategic Workforce Planning'

Alice Mann, founder of Mann Partners Inc., joins the hosts to discuss org design in the context of private equity firms. Alice explains the importance of understanding the strategy, value creation plans, stakeholder dynamics and need for systems thinking approach to ensure robust org design whether at a founder led firm or in a large corporation. She emphasizes the tool of considering ‘people plus context equals performance’ and warns against looking at individuals out of context.

Tune in to hear from Alice about her background, her enriching experience and her invaluable thoughts on designing organizations.

Chapters

00:00 Introduction and Guest Introduction

00:34 Alice's Background and Journey

03:51 Complex Stakeholder Dynamics in Private Equity

06:45 Similarities between Founder-Led and Large Companies

07:02 Value Creation Plans in Private Equity

08:00 Importance of Strategy in Private Equity

09:33 Understanding the Context for Performance

10:18 Org Design in Private Equity

14:33 Operating Model of Private Equity Firms

19:19 Trap: Looking at Individuals Out of Context

20:27 Summary and Takeaways

In this episode, Rupert and Shradha are joined by Shefali Salwan, co-founder of CEO Works, to discuss the concept of talent to value. The conversation delves into aligning talent with value creation as a crucial lever for organizational success. Shefali emphasizes the significance of understanding the work and context of a role, rather than solely focusing on talent. She highlights designing without understanding the work as one of the traps that practitioners should watch out for.

Join us to hear impactful organizational case studies from Shefali’s remarkable journey through HR and entrepreneurship.

Chapters

00:00 Introduction and Guest Introduction

01:04 Shefali's Background and Journey

09:19 The Risk of Small Categories and Role Design

13:12 Execution Risk and Role Context

20:17 Starting with Value Creation and Understanding Work

23:24 The Trap of Designing without Understanding Work

24:59 Conclusion and Farewell

Yet another organizational design trap is not identifying the strategy before embarking on the design journey. Many organizations lack a true strategy and instead have a collection of goals and objectives. Without a clear strategy, organizational design becomes fragmented and disconnected. Leaders need to design a strategy that is adaptable to the changing world, and we, as practitioners, should design organizations capable of executing that strategy.

Chapters

00:00 Introduction

00:46 Designing Around People

01:21 Lack of Clarity on Strategy

04:38 Political Nature of Strategy

07:47 Disconnect between Strategy and Org Design

08:08 Articulating the Strategy

09:05 Continuous Change and Adaptability

13:03 Clarifying Language and Strategy

14:32 Takeaways

15:27 Conclusion

We believe 'organizational capability' is one of the most incorrectly used (and understood) terms in organizational design. In this episode, Rupert and Shradha explore the concepts of organizational capability, competency, and strategy. Organizational capability is a combination of people, processes, technology, and ways of working that helps us translate strategy into organizational design. Join us as we discuss why simplifying complex constructs is essential for successful design implementation.

Chapters

00:00 Introduction and Explainer

01:00 Defining Organizational Capability

03:57 Capability and Strategy

04:24 People and Competencies

06:21 Capabilities and Organization Design

08:23 Simplicity in Complexity

09:32 Designing for Understanding

10:27 The Importance of Organizational Capability

12:28 Interconnectedness of Systems, Processes, and People

13:04 Conclusion

Let’s unpack one of the most common organizational design traps: "Designing Around People." Even seasoned professionals like Rupert and Shradha have fallen into this trap because, in the moment, it may seem easier and less disruptive. However, it inevitably leads to long-term problems. Rupert shares a personal story of falling into this trap and the negative consequences it had on his organization. We emphasize the importance of organizational alignment and design, the need for courage to address conflicts, and the significance of aligning with one's values and principles.

Chapters

00:00 Introduction and Setting the Context

01:01 Designing Around People: A Common Trap

06:29 The Importance of Org Alignment and Design

09:23 The Short-Term Gains and Long-Term Pains

10:15 The Need for Courage and Dealing with Conflict

12:00 Aligning with Values and Principles

13:03 Reflections and Takeaways

14:10 Closing Remarks

In this episode, Rupert and Shradha explore the role of power in organization design. A thoughtful organization design recognizes and rewards natural authority. Identifying and considering power in different ways leads to more effective org design. However, not all power dynamics can be addressed through org design alone; leadership behaviours also play a critical role. Join us as we discuss the flow of power in organizations.

Chapters

00:00 Introduction

00:37 The Role of Power in Organization Design

03:02 Setting Up Governance Structures

04:00 Balancing Power and Empowerment

05:26 Formal Design Lens and Power Dynamics

06:23 Recognizing and Rewarding Natural Authority

07:21 Thoughtful Design and Power Distribution

08:02 Utilizing Power in Different Ways

09:30 Understanding Power Dynamics

10:26 The How It Model and Power Dynamics

11:33 Recognizing and Controlling Power

12:28 Limitations of Org Design and Leadership

13:12 Flow of Power in Organizations

13:49 Addressing Power Conflicts through Design

14:20 Closing Remarks

As we closed out the year 2023, layoffs remained top of mind. In this episode, Rupert and Shradha delve into the topic of organizational design in that context. Often, reductions in force (RIF) are associated with reorganization or organizational design, although RIF primarily serves as a form of workforce planning. A lack of discipline around systemic organizational design can help organizations avoid herd behaviour regarding reactive reductions in the workforce. Join us as we unpack organizational layoffs to kick off our new season.

Chapters

00:00 Introduction and Season Two Plans

02:16 Question: Org Design in Times of Layoffs

03:12 RIF and Reactive Org Design

04:02 RIF and its Negative Impact

05:13 RIF as a Workforce Planning Activity

06:17 The Need for Proper Org Design Discipline

07:42 Avoiding the Riffing Roller Coaster

08:11 Creating Healthy Organizations

09:16 The Importance of Systemic Org Design

10:44 Avoiding Herd Behavior in Org Design

13:18 Caution in Rehiring Consultants

15:31 Takeaways

The three dimensions of determining critical roles are relative impact, time to productivity, and number of people and positions occupying these roles. How do we determine the roles that give us competitive advantage and are creating disproportionate value for our business? Join us to discuss critical roles and to reflect on our previous episodes and look forward to what we have in store for the next season.

Are we excited about AI because it is going to improve our employee experience, customer experience, and enhance the quality of our work, or are we scared of AI because we fear it is going to replace us all? Are we all only talking about AI and are too scared to do anything about it? What can we do about it? Join us to discuss how we should be looking at the work and the org design under the lens of AI.

There is a strong interconnection between OP&A and other parts of HR such as learning and development, talent acquisition, operations, talent management, employee experience, compensation, and even interaction with the CEO and CFO offices. The more we understand these interactions, the better we will work towards building a more holistic HR function. Join us for a rapid fire round on how each of these HR departments interact with the OP&A function and create successful outcomes.

We are biased in our opinion that HR should own this capability but we are also curious on why HR doesn't own this function the way it should? What capabilities and mindset should HR have in order to build and drive this capability? Why is it important to do organizational planning and analysis as consistently and regularly as the rest of the talent related practices? Tune in to unpack this topic with us.

Controls and tensions are an important part of the organization. Diverse points of view help us make better decisions. But as we start to add more approvers and decision makers in the process, we end up piling up the cost of bureaucracy. How do we measure this cost and how do we tackle the culture that encourages multiple alignments, not for making better decisions, but to simply cover everyone’s backside?

One can easily get lost in organizational planning and analysis if we don’t know where we need to get to (Target), what is our starting point (Actual), and how is our journey looking (Forecast). Yet another very useful three letter acronym – TAF helping you navigate progress on various organizational metrics.

Lets face it, org design practitioners are the ones behind all the layoffs, all the cost cutting and all the stuff that leads to uncertainty and unpleasantness in the organization.

Why do we still advocate for this work, when there is so much “bad” around it? How do we continue to strive for doing the right work and making brave decisions? If you are an org design practitioner, please tell us your thoughts. Are you the bad guys (or gal)?

Shradha can't tell you how many times in her early career she's used these terms interchangeably. In this episode she invites Rupert to unpack this. What is the difference between design criteria and design principles? Why is it important to keep these two terms in mind while designing the org?

Can you ever imagine a product being launched without testing? A team playing a match without practicing? So why do we feel so confident about an organization that is designed by a select few under the hood, to work flawlessly from day 1? What may look simple and clear on a page, may feel totally chaotic and illogical in practice. Listen in to get ahead of your org design game – how will it all work in practice?

In this episode, we take the time to learn a little more about one of our presenters, Rupert Morrison.

In this episode, we take the time to learn a little more about one of our presenters, Shradha Prakash.

Is it RACI, RAPID, DARE or 'I want to die'? Why we love creating responsibility mapping charts but never ever use then in reality (please ping us if you actually do). Is there a better way to think about it? Yes, there is... have you tried RAD?

Rightsizing requires identifying the right approach to fit the right business context. Use the FIDRAM method of workforce planning to understand what approach is fit for different parts of the business.

Employee burnout, loss of culture and productivity, and disruption of business, to name just a few things. Org transformations are often equated with big, messy disruptions that we want to get over with as soon as possible. What if transformation is not one time craziness, but an intentional evolution towards long term capability building?

Every organization today works in some form of matrix structure. It is an essential construct to navigate organizational complexities and foster collaboration. That said, how many dimensions of solid and dotted line are actually needed and why?