Organizational structure
“Two people think they own the same job, and nobody owns the one that matters.”
Sometimes a company has good people and still struggles, because the work around them isn’t clearly organized. Responsibilities overlap, gaps open up, and the owner fills them by default. The room looks at your structure with fresh eyes and helps you see where the lanes are blurry.
You might recognize this if…
- People step on each other’s work or let things fall between them.
- You’re the default owner of anything that doesn’t have one.
- Titles don’t match what people actually do.
- New hires take too long to find their footing.
Questions the room might ask you
- Who owns each result, as opposed to each task?
- Where does work fall through the cracks today?
- Is anyone in a seat that doesn’t fit their strengths?
- What would the chart look like if you designed it for where the company is going?
What happens when you bring organizational structure to the room.
You put it on the table
You lay out the situation in your own words, with the numbers and history that matter. Ten or so owners give it their full attention.
Questions before advice
The room asks questions like the ones above until everyone, including you, understands the real issue. Often that’s where the breakthrough happens.
Experience, not opinions
Owners who have faced something similar share what they did and what they would do differently. No competitors sit at the table, so nobody holds back.
You make the call
The group doesn’t run your company. You decide what to do, with a lot more perspective than you walked in with.
Say it out loud
You name your next step before you leave. Next month, the room asks how it went.
A clearer view of who should own what, and a first step to tighten one lane before next month.
Want a head start before the call? Take the Operating Level Scorecard →
Related conversations
Prefer to work on organizational structure privately instead of in a group? I also do this one-on-one (opens JeffreyRands.com in a new tab).