Organisational Design

Our Impact

22%

Average improvement in decision speed and accountability

Organisation redesigns supporting growth delivered

Organisation design is about ensuring structure enables strategy. When organisational structures, processes, and governance mechanisms are misaligned with strategic priorities, execution suffers—decisions take too long, accountability is unclear, and resources are misallocated.

We help clients design organisations that execute effectively. This means making deliberate choices about how to structu...

How we help

Operating Model Design

Define how the organisation will operate to deliver on strategic priorities.

Structure Redesign

Design organisational structures that enable agility and accountability.

Governance & Decision Rights

Clarify decision-making authority and establish effective governance mechanisms.

Change Implementation

Manage the transition to new organisational designs with minimal disruption.

Our Approach

Our approach in organisational design reflects how structure shapes strategic choices. Decision rights, accountability, and incentives determine how effectively organisations respond to market signals.

Engagements examine how the current organisation supports or constrains growth priorities. Market-facing roles, interfac...

Related Capabilities

Capability Building Implementation Transformation Project Assurance

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Insights & Articles

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The CEOs Blueprint to Perpetual Transformation

In today's rapidly changing world, organisations must be constantly transforming to remain competitive. This requires a culture of change, robust risk management, and significant investment. By investing in the right capabilities and building a culture of transformation, organisations can position themselves for success in a world of constant change. In a world of perpetual disruption, incremental and iterative change is no longer enough. Organisations must embrace a culture of transformation that encourages risk-taking and learning. Robust risk management is essential to identify and mitigate potential risks. Perpetual transformation requires a significant investment of time, money, and resources.

The Evolving Partnership: CFOs and CTOs at the Forefront of Business Transformation

An exploration of the evolving relationship between Chief Financial Officers and Chief Technology Officers in the digital era. Traditionally, CFOs handled financial management while CTOs focused on technology. However, the rise of digital technology and artificial intelligence (AI) has blurred these roles. Now, 62% of CFOs are involved in digital strategy, recognising the value of technology in business efficiency and profitability. The synergy between CFOs and CTOs has become crucial, combining financial acumen with technological insight to ensure investments align with business strategies. This collaboration is key in managing projects, cybersecurity, and regulatory challenges. Examples like JP Morgan Chase demonstrate the successful outcomes of this integrated approach. As businesses continue to embrace digital transformation, the CFO-CTO dynamic is increasingly central to navigating the complexities of the modern business environment.

Covelent Private Equity Mid-Market Forward Focus Report 2025

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