Organizational design including structure optimization, spans and layers analysis, role clarity, and transition planning. USE THIS SKILL when the user asks about org structure, reorganization, restructuring the organization, spans of control, reporting lines, organizational effectiveness, operating model design, RACI matrix, decision rights, role clarity, headcount optimization, or "how should we organize." Also trigger when asked to assess organizational health, evaluate structural options, plan a reorg, or design a new operating model aligned to strategy.
Installation
Install with Codex or Claude Copy this prompt, paste it into Codex, Claude, or another assistant, and let it review the skill page and install it for you.
Organizational design including structure optimization, spans and layers analysis, role clarity, and transition planning. USE THIS SKILL when the user asks about org structure, reorganization, restructuring the organization, spans of control, reporting lines, organizational effectiveness, operating model design, RACI matrix, decision rights, role clarity, headcount optimization, or "how should we organize." Also trigger when asked to assess organizational health, evaluate structural options, plan a reorg, or design a new operating model aligned to strategy.
Organizational Design
Required Inputs
Organization: Company or business unit name, current headcount, revenue, and geographic footprint.
Current Structure: Existing org chart or description of reporting relationships, layers, and key roles.
Strategy: The business strategy the organization must execute (growth, transformation, cost efficiency, market entry, integration).
High variance within same level/function: Signals inconsistent design, not intentional differentiation.
1b. Layers Analysis
Count organizational layers from CEO to frontline. Benchmark against:
Organization Size (Headcount)
Typical Layers
Best-in-Class
< 100
3-4
3
100-500
4-5
4
500-2,000
5-6
5
2,000-10,000
6-8
6
10,000-50,000
7-9
7
> 50,000
8-11
8
Symptoms of excess layers:
Decisions require 4+ approvals to execute.
Information distortion ("telephone game") between frontline and leadership.
Managers who manage managers who manage one person.
Titles proliferate without corresponding scope increase.
1c. Decision Rights Mapping
Map decision rights for 8-12 critical business processes using RAPID framework:
Decision
Recommend
Agree
Perform
Input
Decide
Pricing changes
[Role]
[Role]
[Role]
[Role]
[Role]
New product launch
[Role]
[Role]
[Role]
[Role]
[Role]
Hiring (backfill)
[Role]
[Role]
[Role]
[Role]
[Role]
Hiring (new role)
[Role]
[Role]
[Role]
[Role]
[Role]
Capital expenditure >$X
[Role]
[Role]
[Role]
[Role]
[Role]
Vendor selection >$X
[Role]
[Role]
[Role]
[Role]
[Role]
Customer escalation
[Role]
[Role]
[Role]
[Role]
[Role]
Strategic partnership
[Role]
[Role]
[Role]
[Role]
[Role]
Decision rights red flags:
"Decide" role unclear or shared across multiple people (no single point of accountability).
Too many "Agree" roles slowing decisions without adding value.
Frontline decisions (e.g., standard customer requests) escalated to senior levels.
Decision rights exist on paper but are routinely bypassed in practice.
1d. Role Clarity Assessment
For each major role, assess:
Is the role's primary accountability clear to the role holder, their manager, and their peers?
Are there overlaps with other roles (two roles doing the same work)?
Are there gaps (work that no role is accountable for)?
Does the role have the authority to match its accountability?
2. Design Principles
Define 4-6 design principles that link the future structure to the business strategy. Each principle must be specific enough to resolve a design trade-off.
Framework for writing design principles:
Strategic Priority
Design Principle
Structural Implication
Customer centricity
"Organize around customer segments, not internal functions"
Segment-based P&L units; customer-facing teams empowered to make decisions
Speed to market
"Minimize approval layers; max 2 approvals for decisions below $[X]"
Flatten hierarchy; push authority to frontline; co-locate product teams
Cost efficiency
"Consolidate shared services; eliminate duplication across regions"
Shared services center for finance, HR, IT; standardized processes
Innovation
"Create dedicated innovation units shielded from operational demands"
Separate innovation team; ring-fenced budget; different governance
Integration (post-M&A)
"One leadership team per function within 90 days; no dual roles"
Clear integration timeline; role selection process; single reporting line
Global consistency
"Global process ownership with regional execution flexibility"
Global COEs set standards; regional teams adapt within guardrails
Test each principle: Does it help resolve a real design disagreement? If everyone would agree with it regardless, it is too vague.
3. Structural Archetypes
Evaluate which archetype best fits the strategy and design principles.
Archetype
Structure
Best When
Watch Out For
Functional
Organized by function (Sales, Ops, Finance, HR, IT)
Single business/product line; efficiency and expertise matter most; stable environment
Silos between functions; slow cross-functional coordination; CEO becomes bottleneck
Divisional
Organized by product, geography, or customer segment; each division has its own functions
Duplication of functions across divisions; loss of scale economies; inconsistent practices
Matrix
Dual reporting — typically function + business/region
Need both functional excellence and business responsiveness; complex global operations
Role confusion; power struggles between matrix dimensions; slow decisions if not well-governed
Network / Platform
Small core with ecosystem of partners, contractors, and internal product teams
Highly dynamic environment; need for speed and flexibility; platform-based business model
Coordination complexity; culture dilution; dependency on partner quality
Hybrid approaches: Most real-world designs are hybrids. A common pattern is Divisional at the top with Functional shared services. Document which archetype applies to which part of the organization and why.
4. Future State Option Development
Develop minimum 3 distinct structural options. Each option must be a genuinely different design, not a cosmetic variation.
5. Role Clarity Framework (RACI for Key Processes)
For the recommended option, build a full RACI matrix for the top 10-15 business processes.
Process
Role A
Role B
Role C
Role D
Role E
Strategic planning
A
C
R
I
C
Annual budgeting
C
A
R
I
C
Product development
I
C
A
R
C
Sales (enterprise)
I
I
C
C
A/R
Customer onboarding
I
I
R
A
C
Talent acquisition
C
A
I
R
I
Performance management
C
A
I
R
I
Vendor management
I
C
A
R
I
Regulatory compliance
C
I
I
I
A/R
Capital allocation
A
C
I
I
C
R = Responsible (does the work), A = Accountable (owns the outcome), C = Consulted, I = Informed.
RACI rules: Every process must have exactly one "A." If a process has more than 3 "C" roles, simplify.
6. Headcount Impact Analysis
Category
Current FTEs
Option A
Option B
Option C
Executive / C-Suite
Senior Management
Middle Management
Professional / Individual Contributor
Frontline / Operational
Shared Services
Contractors / Contingent
Total
Net Change from Current
—
+/- X
+/- X
+/- X
Annual Salary Impact
—
$___M
$___M
$___M
One-Time Restructuring Cost
—
$___M
$___M
$___M
One-time costs include: severance (typically 1-4 weeks per year of service), outplacement, retention bonuses for critical talent, recruitment for new roles, relocation, and systems/process changes.
7. Transition Planning
Phased approach with clear milestones:
Phase
Timeline
Activities
Milestones
1. Design Finalization
Weeks 1-4
Detailed org chart; role definitions; RACI; selection criteria for contested roles
Board/ExCo approval of final design
2. Leadership Appointments
Weeks 3-6
L1 and L2 role selection; announcement preparation; retention offers for critical talent
