Before
When the organisation rests on people
- Decisions taken case by case
- Information held by a few people
- Overlapping responsibilities
- Tools used differently
- Permanent trade-offs by the leader
Structuring & organisation pack
Clarify who does what, how decisions are made and how work flows through your company.
We structure your organisation, your responsibilities, your processes, the interfaces between business lines and tools, and your steering mechanisms — so the company can absorb growth without multiplying chaos.
€10,000–30,000
Included in this pack
- Current organisation map
- Target operating model
- Roles & responsibilities matrix
- Priority process map
- Decision matrix
- Governance framework
- Steering system
- Transformation roadmap
Beyond one-off fixes, this pack builds an organisation that lasts: explicit responsibilities, structured processes, decision rules, interfaces between teams and tools, and indicators that are actually useful for steering.
Leadership, management committee, executive committee or operational management: everyone knows what they must steer and with which information.
A company can operate… without actually being structured
After
When the organisation rests on a system
- Explicit responsibilities
- Known processes
- Decision rules
- Steering data
- Defined interfaces
- Team autonomy
Can your company operate without everything coming back to you?
Today
- Client
- Sales
- Leadership
- Production
- Leadership
- Finance
- Leadership
Target organisation
Leadership
Function owners
- Cross-cutting processes
- Tools
- KPIs
Organisation ≠ organisation chart
Structuring a company is not simply redrawing its organisation chart
The organisation chart shows
Who reports to whom.
A structured organisation must also answer
The operating system
- Who is responsible for what?
- Who takes which decision?
- How does information flow?
- Which processes cut across several teams?
- Which tools support those processes?
- How is performance measured?
Organisation ↔ IT
Your tools must serve the organisation — not constrain it
A poorly configured CRM can impose a bad sales process.
An ERP can reproduce rules that have become obsolete.
An Excel spreadsheet may exist only because a flow between two tools was never designed.
So the pack examines these dimensions together:
- Organisation
- Processes
- Tools
- Data
Who decides what
Clarify decision circuits
Example
| Decision | Prepares | Decides | Consults | Executes |
|---|---|---|---|---|
| New supplier | Purchasing | Leadership | Finance | Purchasing |
| Commercial discount | Sales | Sales manager | Leadership above a threshold | Sales |
| Recruitment | Manager | Leadership | HR | HR |
| Tool investment | Business | Leadership | IT + Finance | Project manager |
The actual rules are defined according to your organisation and your delegation levels.
Governance system
Fewer meetings, but forums that actually serve to decide
Example
-
Weekly
Operational check-in
Tracking blockers.
-
Monthly
Steering committee
KPIs, decisions, actions.
-
Monthly or quarterly
ExCom / Board
Strategic trade-offs.
-
Periodic
Process review
Performance and improvement.
Each forum must have an objective, participants, indicators and expected decisions.
What you get concretely
Current organisation map
Functions, responsibilities, flows and friction zones.
Target operating model
Recommended organisation and operating logic.
Roles & responsibilities matrix
RACI or equivalent depending on context.
Priority process map
With owners, inputs, outputs and interfaces.
Decision matrix
Who decides, who validates, who is consulted and who executes.
Governance framework
Bodies, meetings, frequency and responsibilities.
Steering system
KPIs, dashboards and review cadences.
Transformation roadmap
Ordered roll-out of the changes.
You do not reorganise an entire company in a week
-
0–30 days
Clarify
Clarify roles, urgencies and decision circuits.
-
30–90 days
Deploy
Deploy priority processes and steering.
-
3–6 months
Adapt
Adapt tools, governance and responsibilities.
-
6 months+
Stabilise
Stabilisation and continuous improvement.
Change
Organisational transformation does not stop at the target model
Because the best organisation in the world is useless if nobody adopts it.
- Communication
- Manager involvement
- Simple documentation
- Support
- Checkpoints
- Adjustments
- Growing autonomy
We design an organisation your teams can apply, not one that is merely coherent on PowerPoint.
This pack is for you if…
Your company has grown faster than its organisation
Every decision still goes back to the leader
Several people think they own the same topic
Your teams work in silos
Your processes exist, but mainly orally
You have added tools without reviewing your organisation
Meetings multiply without improving steering
You are preparing a new growth phase
When should you choose a targeted assignment?
You only need an organisational audit
Your reorganisation is already fully scoped
You only need ISO 9001 certification
You only need a QMS
You only need a CSR strategy
The Structuring & organisation pack is relevant when several dimensions of how the company operates need to be redesigned together.
Is your organisation actually steerable?
Organisational maturity
Structuring
44 / 100
Leader dependency
High
Priority workstreams
4
Recommended priorities
- Clarify responsibilities
- Formalise 3 critical processes
- Decentralise some trade-offs
- Put a shared steering system in place
Recommended path
Structuring & organisation pack
Indicative diagnostic, not a substitute for an in-depth organisational analysis.
How the pack works
-
1
Immersion & organisational diagnostic
Interviews, observation of how the organisation actually works, analysis of roles, processes, interfaces and tools.
-
2
Target model & trade-offs
Target organisational architecture, responsibilities, governance, decision rules, processes and steering.
-
3
Measured roll-out
Progressive implementation, manager support, tool adaptation and stabilisation.
The expertises we mobilise according to your context
Depending on your situation, we mobilise the relevant expertises, at a depth agreed with you. These are not four complete assignments bundled into the pack.
Organisation & governance
Core of the pack: roles, responsibilities, decision circuits, governance and target operating model.
See the specialised serviceProcesses & quality management
Formalisation of processes, indicators and improvement mechanisms when your organisation needs a QMS logic.
Full support towards ISO 9001 certification remains a dedicated assignment.
See our QMS supportStructuring a growing business
Building an operating model suited to a young, growing company, or one moving from an entrepreneurial setup to a structured organisation.
For a genuine business-creation projectCSR governance
Integration of CSR responsibilities and steering when accountability needs to enter the governance model.
See our CSR supportWhat determines the pack scope
- organisation size
- number of teams
- number of sites
- process complexity
- number of stakeholders
- depth of change
- IT complexity
- number of processes to structure
- current maturity
- level of deployment support
The quote defines the number of processes, workshops, deliverables and deployment phases included.
What the pack does not include automatically
Depending on needs, the following can be handled separately:
- full ERP/CRM development or replacement
- recruitment
- legal support
- ISO 9001 certification
- complete CSR strategy
- in-depth HR transformation
- long-term operational roll-out
Example: an SME of 40 people that can no longer absorb its growth
Fictional example
Situation
The leader validates everything, sales and production bounce problems back to each other, several tracking spreadsheets exist and nobody uses the same figures.
Diagnosis
- unclear responsibilities
- no process owners
- three parallel tracking systems
- no arbitration rules
- inconsistent KPIs
Target model
- clearly defined owners
- five structuring processes
- decision rules
- shared dashboard
- monthly steering ritual
Intended result
The leader returns to a steering role rather than permanent coordination.
And afterwards?
Your organisation must then be able to operate without us
At the end of the pack:
Autonomy
Managers and leadership use the system that was built.
Occasional support
Reviews at 30 / 60 / 90 days.
Complementary roll-out
Some workstreams are entrusted to Complianz.
Digital transformation
Tools and automations are then adapted to the target operating model.
Explore Solutions & DevelopmentDeliverables associated with the journey
- Current organisation map: functions, responsibilities, flows and friction zones.
- Target operating model: recommended organisation and operating logic.
- Roles & responsibilities matrix: RACI or equivalent depending on context.
- Priority process map: owners, inputs, outputs and interfaces.
- Decision matrix: who decides, who validates, who is consulted and who executes.
- Governance framework: bodies, meetings, frequency and responsibilities.
- Steering system: KPIs, dashboards and review cadences.
- Transformation roadmap: ordered roll-out of the changes.
How is this different from a simple organisational audit?
An audit reports findings and recommendations; the pack goes further by building the target model and rolling it out.
Do we have to reorganise the whole company?
No. The scope can focus on the functions and processes that are actually causing friction.
Do we have to change our organisation chart?
Not necessarily. Structuring an organisation means clarifying how it actually works — roles, decisions, processes, tools — not just redrawing boxes.
Do you also work on our tools?
Yes, in the analysis and scoping; significant developments can then be handled separately.
Do managers take part in the workshops?
Yes. They are involved in the diagnostic, the trade-offs and the roll-out: they are the ones who will operate the system day to day.
Can the new organisation be rolled out gradually?
Yes. That is the principle of the pack: roles and decisions first, then processes and steering, then tools and governance — without reorganising everything at once.
How long does it take?
Typically 3 to 6 months, depending on organisation size, the number of processes to structure and the level of deployment support.
Does the pack include ISO 9001?
No. The pack can align and structure your processes, including with a quality-management logic. Full support towards ISO 9001 certification remains a dedicated assignment.
Can we continue on our own after the assignment?
Yes — and that is a central purpose of the pack: your organisation must be able to operate without us.
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Ready to take action?
€10,000–30,000
Indicative pricing — tailored quote within 24 business hours on average after qualification.