Decisions Move at the Pace of the Organisational Chart
Decisions that should take days move slowly because authority is fragmented across multiple layers, functions or approval points.
How we can help
Organisation Design
Designing the right structure is only half the equation. The challenge? Building one that turns strategy into execution, not just describes it on paper.
Overview
Designing structures, operating models and accountabilities that enable strategy to be executed.
A strategy can be clear and compelling, yet still struggle to gain traction when the organisation around it is not designed to deliver. Structure is not neutral: the way authority, roles, reporting lines, functions and decision rights are configured can either accelerate execution or quietly work against it.
The challenge is therefore not simply deciding who reports to whom. It is designing an organisation in which accountability is clear, decisions are made at the right level, functions work together effectively and critical capabilities are positioned where they can create the greatest value.
At Concinnity, we help organisations translate strategic intent into structures, operating models and functional designs that work in practice. We combine organisation design methodology with a practical understanding of Nigerian corporate and institutional realities to help organisations evolve their structures in response to strategy, growth, transformation or changing operating conditions.
We look beyond the organisational chart to understand the relationship between strategy, structure, governance, processes, people, capabilities and decision-making. This allows us to address the underlying causes of organisational friction rather than simply rearranging reporting lines.
Whether an organisation is scaling rapidly, implementing a new strategy, restructuring, integrating after a merger or responding to changing market conditions, we help leadership make deliberate choices about what should sit where, who should own what, how decisions should flow and what capabilities the organisation needs to succeed.
The result is an organisation designed for clarity, accountability, collaboration and execution, with a structure that supports the strategy rather than constraining it.
From strategy to structure. From structure to alignment. From alignment to execution.
How We Help
We help organisations design structures and operating models that create clear accountability, effective decision-making and the organisational capacity to execute strategy.
From organisational complexity to clarity. From unclear accountability to ownership. From structure to strategic execution.
Organisation Design & Structural Options Analysis
Assess the current organisation and develop alternative structural options aligned to strategic priorities, evaluating each for effectiveness, practicality, cost and implementation implications.
Target Operating Model Design
Define the future-state operating model, including structures, functions, governance, processes, capabilities and interfaces required to deliver the organisation’s strategy.
Functional Design & Role Clarity
Clarify the purpose, responsibilities, interfaces and accountabilities of functions and roles, reducing duplication, ambiguity and gaps in ownership.
Organisation Sizing & Span of Control Review
Assess organisational layers, spans of control, management capacity and workforce distribution to ensure the structure is appropriately sized for its strategy and operating requirements.
Decision Rights & Accountability Design
Define who has authority to make key decisions, who is accountable for outcomes, who must be consulted and where escalation is required.
Organisation Transition & Implementation
Support leadership through the transition to the new structure, helping translate the design into practical changes to roles, reporting lines, governance and ways of working.
Signs You Need This
When the organisation has outgrown its structure or the structure is getting in the way of the strategy.
The common thread: the organisation is being asked to deliver more or something different, through a structure that was designed for another reality. Concinnity helps align the organisation with what the strategy now requires.
Strategy has Changed, but Structure has Not
The organisation has adopted a new strategy or direction, but the structures, roles and accountabilities underneath it remain designed for the previous one.
Work is Duplicated or Unowned
Multiple teams perform overlapping activities, while important responsibilities fall between functions because nobody has clear ownership.
Accountability is Unclear
Leadership cannot consistently agree on who is ultimately accountable for critical outcomes, creating ambiguity and weakening execution.
Growth has Outpaced the Organisation
Rapid growth, expansion, restructuring or a merger has left the organisation operating through a structure that was designed for a smaller or different organisation.
Functional Boundaries are Creating Friction
Teams optimise their own objectives but struggle to coordinate across functions, creating delays, handoff problems and competing priorities.
Management Layers are Increasing Without Adding Value
Additional roles and layers have accumulated over time, increasing complexity and slowing decision-making without strengthening accountability or performance.
Our Approach
We start by understanding how the organisation actually works today, rather than assuming the organisation chart tells the whole story. Through structured interviews, workshops, document reviews and analysis of decision and work flows, we examine how authority operates, how work moves across functions and where organisational friction occurs.
We then translate the strategy into the organisational requirements needed to deliver it. This establishes the capabilities, decision rights, functional relationships, accountabilities and operating principles that should shape the future organisation.
Rather than moving immediately to a single answer, we develop and assess alternative structural options against the strategy's real requirements. Options are tested for strategic fit, operational effectiveness, decision speed, accountability, cost, capability and implementation feasibility.
Once the preferred model is established, we define the target operating model and detailed organisational architecture, including functions, roles, reporting relationships, spans of control, decision rights and critical interfaces.
We then work with leadership to translate the design into an implementable transition plan, recognising that successful organisation design depends not only on getting the structure right, but on helping people understand and adopt their new roles and accountabilities.
Where appropriate, implementation support includes leadership alignment, role clarification, communication, transition planning and post-implementation review to ensure the new organisation is working as intended.
The result is not simply a new organisation chart. It is an organisation in which strategy, structure, accountability and decision-making reinforce one another, creating the conditions for faster execution and stronger performance.
From understanding how the organisation works to designing how it should work. From structural clarity to organisational alignment. From alignment to execution.
Client Results
Public Sector · Case Study
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