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.
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
Current state diagnostic includes spans of control, layers, and decision rights — all three assessed with data.
Spans of control benchmarked against relevant industry and function norms (not generic averages).
Layers benchmarked against organization size with source cited.
Design principles are specific enough to resolve actual design trade-offs (not motherhood statements).
Each design principle explicitly links to a strategic priority with a stated structural implication.
Minimum 3 structural options presented that are genuinely distinct (different archetypes or fundamentally different groupings).
Each option assessed on: headcount impact, cost impact, implementation complexity, timeline, and alignment to design principles.
RACI matrix completed for at least 10 key business processes with exactly one "A" per process.
Headcount impact quantified by category with annual savings and one-time restructuring costs.
Transition plan is phased with specific milestones, timelines, and owners.
Communication plan addresses all stakeholder groups (board, leaders, managers, employees, external, unions if applicable).
Change management approach tailored to the type of structural change being made.
Recommended option has a clear rationale tied back to strategy and design principles.
1---2name: org-design3description: 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.4---56# Organizational Design78## Required Inputs910- **Organization**: Company or business unit name, current headcount, revenue, and geographic footprint.11- **Current Structure**: Existing org chart or description of reporting relationships, layers, and key roles.12- **Strategy**: The business strategy the organization must execute (growth, transformation, cost efficiency, market entry, integration).13- **Pain Points**: Known structural issues — slow decisions, unclear accountability, duplication, silos, coordination failures.14- **Constraints**: Budget limitations, regulatory requirements (e.g., mandated roles), union agreements, key-person retention needs.15- **Timeline**: How quickly the redesign must be implemented.1617## Execution Steps1819### 1. Current State Diagnostic2021#### 1a. Spans of Control Analysis2223Calculate average and median spans of control at each organizational level.2425**Industry benchmarks by function and level:**2627| Function | Frontline Manager | Mid-Manager | Senior Leader | Executive |28|---|---|---|---|---|29| Sales | 8-12 | 6-8 | 5-7 | 5-8 |30| Operations / Manufacturing | 15-25 | 8-12 | 5-8 | 5-7 |31| Customer Service / Call Center | 12-20 | 8-10 | 5-7 | 5-7 |32| Engineering / R&D | 6-10 | 5-8 | 4-6 | 4-6 |33| Finance / Accounting | 5-8 | 5-7 | 4-6 | 4-6 |34| HR / Legal / Admin | 5-8 | 5-7 | 4-6 | 4-6 |35| IT / Technology | 6-10 | 5-8 | 4-6 | 4-6 |36| Marketing | 5-8 | 5-7 | 4-6 | 4-6 |37| General Management | N/A | 5-8 | 5-7 | 5-10 |3839**Red flags in spans of control:**40- Span < 3: Manager may be unnecessary; candidate for layer removal or role consolidation.41- Span > 20 (non-frontline): Manager likely cannot coach, develop, or performance-manage effectively.42- High variance within same level/function: Signals inconsistent design, not intentional differentiation.4344#### 1b. Layers Analysis4546Count organizational layers from CEO to frontline. Benchmark against:4748| Organization Size (Headcount) | Typical Layers | Best-in-Class |49|---|---|---|50| < 100 | 3-4 | 3 |51| 100-500 | 4-5 | 4 |52| 500-2,000 | 5-6 | 5 |53| 2,000-10,000 | 6-8 | 6 |54| 10,000-50,000 | 7-9 | 7 |55| > 50,000 | 8-11 | 8 |5657**Symptoms of excess layers:**58- Decisions require 4+ approvals to execute.59- Information distortion ("telephone game") between frontline and leadership.60- Managers who manage managers who manage one person.61- Titles proliferate without corresponding scope increase.6263#### 1c. Decision Rights Mapping6465Map decision rights for 8-12 critical business processes using RAPID framework:6667| Decision | Recommend | Agree | Perform | Input | Decide |68|---|---|---|---|---|---|69| Pricing changes | [Role] | [Role] | [Role] | [Role] | [Role] |70| New product launch | [Role] | [Role] | [Role] | [Role] | [Role] |71| Hiring (backfill) | [Role] | [Role] | [Role] | [Role] | [Role] |72| Hiring (new role) | [Role] | [Role] | [Role] | [Role] | [Role] |73| Capital expenditure >$X | [Role] | [Role] | [Role] | [Role] | [Role] |74| Vendor selection >$X | [Role] | [Role] | [Role] | [Role] | [Role] |75| Customer escalation | [Role] | [Role] | [Role] | [Role] | [Role] |76| Strategic partnership | [Role] | [Role] | [Role] | [Role] | [Role] |7778**Decision rights red flags:**79- "Decide" role unclear or shared across multiple people (no single point of accountability).80- Too many "Agree" roles slowing decisions without adding value.81- Frontline decisions (e.g., standard customer requests) escalated to senior levels.82- Decision rights exist on paper but are routinely bypassed in practice.8384#### 1d. Role Clarity Assessment8586For each major role, assess:87- Is the role's primary accountability clear to the role holder, their manager, and their peers?88- Are there overlaps with other roles (two roles doing the same work)?89- Are there gaps (work that no role is accountable for)?90- Does the role have the authority to match its accountability?9192### 2. Design Principles9394Define 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.9596**Framework for writing design principles:**9798| Strategic Priority | Design Principle | Structural Implication |99|---|---|---|100| Customer centricity | "Organize around customer segments, not internal functions" | Segment-based P&L units; customer-facing teams empowered to make decisions |101| Speed to market | "Minimize approval layers; max 2 approvals for decisions below $[X]" | Flatten hierarchy; push authority to frontline; co-locate product teams |102| Cost efficiency | "Consolidate shared services; eliminate duplication across regions" | Shared services center for finance, HR, IT; standardized processes |103| Innovation | "Create dedicated innovation units shielded from operational demands" | Separate innovation team; ring-fenced budget; different governance |104| Integration (post-M&A) | "One leadership team per function within 90 days; no dual roles" | Clear integration timeline; role selection process; single reporting line |105| Global consistency | "Global process ownership with regional execution flexibility" | Global COEs set standards; regional teams adapt within guardrails |106107**Test each principle**: Does it help resolve a real design disagreement? If everyone would agree with it regardless, it is too vague.108109### 3. Structural Archetypes110111Evaluate which archetype best fits the strategy and design principles.112113| Archetype | Structure | Best When | Watch Out For |114|---|---|---|---|115| **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 |116| **Divisional** | Organized by product, geography, or customer segment; each division has its own functions | Multiple distinct businesses; speed and autonomy matter; divisional P&L accountability needed | Duplication of functions across divisions; loss of scale economies; inconsistent practices |117| **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 |118| **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 |119120**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.121122### 4. Future State Option Development123124Develop minimum 3 distinct structural options. Each option must be a genuinely different design, not a cosmetic variation.125126**Per option, document:**127128| Attribute | Option A | Option B | Option C |129|---|---|---|---|130| Name / Label | [Descriptive name] | [Descriptive name] | [Descriptive name] |131| Archetype | [Functional / Divisional / Matrix / Network / Hybrid] | | |132| Top-level structure | [Description of L1/L2 reporting] | | |133| Spans of control (avg) | [Target spans by level] | | |134| Layers (CEO to frontline) | [Target layers] | | |135| Headcount impact | [Net change: +/- X FTEs] | | |136| Key roles created | [New roles required] | | |137| Key roles eliminated | [Roles no longer needed] | | |138| Annual cost impact | [$X savings or cost] | | |139| Implementation complexity | [Low / Medium / High] | | |140| Time to implement | [X months] | | |141| Alignment to design principles | [Score each principle: Strong / Partial / Weak] | | |142| Primary risk | [Biggest risk of this design] | | |143144### 5. Role Clarity Framework (RACI for Key Processes)145146For the recommended option, build a full RACI matrix for the top 10-15 business processes.147148| Process | Role A | Role B | Role C | Role D | Role E |149|---|---|---|---|---|---|150| Strategic planning | A | C | R | I | C |151| Annual budgeting | C | A | R | I | C |152| Product development | I | C | A | R | C |153| Sales (enterprise) | I | I | C | C | A/R |154| Customer onboarding | I | I | R | A | C |155| Talent acquisition | C | A | I | R | I |156| Performance management | C | A | I | R | I |157| Vendor management | I | C | A | R | I |158| Regulatory compliance | C | I | I | I | A/R |159| Capital allocation | A | C | I | I | C |160161R = Responsible (does the work), A = Accountable (owns the outcome), C = Consulted, I = Informed.162163**RACI rules**: Every process must have exactly one "A." If a process has more than 3 "C" roles, simplify.164165### 6. Headcount Impact Analysis166167| Category | Current FTEs | Option A | Option B | Option C |168|---|---|---|---|---|169| Executive / C-Suite | | | | |170| Senior Management | | | | |171| Middle Management | | | | |172| Professional / Individual Contributor | | | | |173| Frontline / Operational | | | | |174| Shared Services | | | | |175| Contractors / Contingent | | | | |176| **Total** | | | | |177| **Net Change from Current** | — | +/- X | +/- X | +/- X |178| **Annual Salary Impact** | — | $___M | $___M | $___M |179| **One-Time Restructuring Cost** | — | $___M | $___M | $___M |180181One-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.182183### 7. Transition Planning184185Phased approach with clear milestones:186187| Phase | Timeline | Activities | Milestones |188|---|---|---|---|189| 1. Design Finalization | Weeks 1-4 | Detailed org chart; role definitions; RACI; selection criteria for contested roles | Board/ExCo approval of final design |190| 2. Leadership Appointments | Weeks 3-6 | L1 and L2 role selection; announcement preparation; retention offers for critical talent | All leadership roles filled and announced |191| 3. Organization Announcement | Week 6-7 | All-hands communication; manager talking points; FAQ document; HR support desk activated | Announcement completed; feedback channels open |192| 4. Detailed Slotting | Weeks 7-12 | L3+ role assignments; team composition; 1:1 conversations with every affected employee | All employees know their role, manager, and team |193| 5. Operational Cutover | Weeks 10-16 | Systems updated (HRIS, org chart, access); processes transitioned; governance activated | New structure operational in systems and processes |194| 6. Stabilization | Weeks 12-26 | Monitor for issues; adjust spans/roles as needed; pulse surveys; coaching for new managers | Stabilization metrics green; pulse survey scores acceptable |195196### 8. Change Management Requirements by Structural Change Type197198| Change Type | Typical Impact Level | Key Change Actions |199|---|---|---|200| Layer removal (delayering) | High — affected managers lose role or status | Early engagement with affected managers; redeployment support; outplacement; survivor engagement |201| Function consolidation (shared services) | Medium-High — roles relocate or are eliminated | Clear service-level agreements; location strategy; reskilling; knowledge transfer plan |202| Matrix introduction | Medium — new dual reporting creates confusion | Matrix operating norms document; escalation protocols; training on "working in a matrix" |203| Divisional split | Medium — teams separate; shared resources divide | Fair allocation of shared resources; clean data/system separation; new identity building |204| Merger integration | Very High — role duplication; cultural clash | Selection process design; cultural integration plan; quick wins to build shared identity |205| Geographic reorganization | High — physical moves; timezone challenges | Relocation packages; remote work policy; timezone overlap requirements |206207### 9. Communication Plan Template208209| Audience | Message | Channel | Timing | Owner |210|---|---|---|---|---|211| Board / ExCo | Strategic rationale; options considered; recommendation; financial impact | Board memo + presentation | Before any other audience | CEO / CHRO |212| Senior Leaders (L1-L2) | Design rationale; their specific role; expectations of them as change agents | 1:1 meetings | Day 1 of announcement wave | CEO / CHRO |213| Middle Managers | What is changing; impact on their team; talking points for their reports; support available | Town hall + manager toolkit | Day 1-2 of announcement | CHRO / Transformation Lead |214| All Employees | What is changing and why; what stays the same; timeline; how to get answers | All-hands (live or video) + written FAQ | Day 2-3 of announcement | CEO |215| External (customers, partners) | Relevant changes to their contacts or service model only | Account manager briefing + letter | After internal announcement | CCO / Head of Partnerships |216| Union / Works Council (if applicable) | Full plan per legal requirements; consultation period | Formal consultation process | Per legal requirement (often before announcement) | CHRO / Legal |217218## Output Template219220```markdown221## Organizational Design: [Organization / Business Unit Name]222223**Date**: [Date] | **Headcount**: [N] FTEs | **Revenue**: $[X]M224225### Executive Summary226[Organization] requires a structural redesign to support its strategy of [strategy summary].227The current structure has [X] layers, an average span of control of [X], and exhibits228[key pain points]. We evaluated [N] structural options and recommend [Option Name], which229[key changes]. This will result in a net headcount change of [+/- X] FTEs, annual savings230of $[X]M, and one-time restructuring costs of $[X]M. Implementation will take [X] months.231232### Current State Diagnostic233234**Spans of Control**235| Level | Current Avg Span | Benchmark | Gap | Assessment |236|---|---|---|---|---|237| Executive | X | X-X | [Narrow/On target/Wide] | [Commentary] |238| Senior Manager | X | X-X | [Narrow/On target/Wide] | [Commentary] |239| Mid-Manager | X | X-X | [Narrow/On target/Wide] | [Commentary] |240| Frontline Manager | X | X-X | [Narrow/On target/Wide] | [Commentary] |241242**Layers Analysis**243- Current layers (CEO to frontline): [X]244- Benchmark for organization of this size: [X-X]245- Assessment: [Over-layered / Appropriate / Under-layered]246247**Decision Rights Issues**248| Decision | Current Issue | Impact |249|---|---|---|250| [Decision] | [Issue] | [Business impact] |251252### Design Principles253| # | Principle | Strategic Link | Structural Implication |254|---|---|---|---|255| 1 | [Principle] | [Strategy element] | [What it means for the design] |256| 2 | [Principle] | [Strategy element] | [What it means for the design] |257| 3 | [Principle] | [Strategy element] | [What it means for the design] |258| 4 | [Principle] | [Strategy element] | [What it means for the design] |259260### Structural Options261| Attribute | Option A: [Name] | Option B: [Name] | Option C: [Name] |262|---|---|---|---|263| Archetype | | | |264| Layers | | | |265| Avg span of control | | | |266| Headcount impact | | | |267| Annual cost impact | | | |268| Implementation time | | | |269| Complexity | | | |270| Alignment to principles | | | |271| Primary risk | | | |272273### Recommendation: [Option Name]274[Rationale for selection — why this option best supports the strategy and design principles.]275276**Org Chart (Top 3 Levels)**277```278[CEO]279├── [L1 Role A]280│ ├── [L2 Role]281│ ├── [L2 Role]282│ └── [L2 Role]283├── [L1 Role B]284│ ├── [L2 Role]285│ └── [L2 Role]286└── [L1 Role C]287 ├── [L2 Role]288 └── [L2 Role]289```290291### RACI Matrix (Key Processes)292| Process | [Role A] | [Role B] | [Role C] | [Role D] |293|---|---|---|---|---|294| [Process 1] | A | R | C | I |295| [Process 2] | C | A | R | I |296297### Headcount Impact298| Category | Current | Future | Change | Savings / Cost |299|---|---|---|---|---|300| [Category] | X | X | +/- X | $___M |301| **Total** | **X** | **X** | **+/- X** | **$___M** |302| One-time restructuring cost | | | | $___M |303304### Transition Plan305| Phase | Timeline | Key Activities | Milestone |306|---|---|---|---|307| Design Finalization | Weeks 1-4 | [Activities] | [Milestone] |308| Leadership Appointments | Weeks 3-6 | [Activities] | [Milestone] |309| Organization Announcement | Weeks 6-7 | [Activities] | [Milestone] |310| Detailed Slotting | Weeks 7-12 | [Activities] | [Milestone] |311| Operational Cutover | Weeks 10-16 | [Activities] | [Milestone] |312| Stabilization | Weeks 12-26 | [Activities] | [Milestone] |313314### Communication Plan315| Audience | Message Theme | Channel | Timing |316|---|---|---|---|317| [Audience] | [Theme] | [Channel] | [When] |318319### Change Management Risks320| Risk | Likelihood | Impact | Mitigation |321|---|---|---|---|322| Key talent attrition during transition | [H/M/L] | [H/M/L] | [Action] |323| Manager resistance to span increases | [H/M/L] | [H/M/L] | [Action] |324| Productivity dip during transition | [H/M/L] | [H/M/L] | [Action] |325```326327## Quality Checks328329- [ ] Current state diagnostic includes spans of control, layers, and decision rights — all three assessed with data.330- [ ] Spans of control benchmarked against relevant industry and function norms (not generic averages).331- [ ] Layers benchmarked against organization size with source cited.332- [ ] Design principles are specific enough to resolve actual design trade-offs (not motherhood statements).333- [ ] Each design principle explicitly links to a strategic priority with a stated structural implication.334- [ ] Minimum 3 structural options presented that are genuinely distinct (different archetypes or fundamentally different groupings).335- [ ] Each option assessed on: headcount impact, cost impact, implementation complexity, timeline, and alignment to design principles.336- [ ] RACI matrix completed for at least 10 key business processes with exactly one "A" per process.337- [ ] Headcount impact quantified by category with annual savings and one-time restructuring costs.338- [ ] Transition plan is phased with specific milestones, timelines, and owners.339- [ ] Communication plan addresses all stakeholder groups (board, leaders, managers, employees, external, unions if applicable).340- [ ] Change management approach tailored to the type of structural change being made.341- [ ] Recommended option has a clear rationale tied back to strategy and design principles.
Run npx skillmds@latest add kaakati/org-design in your terminal (requires Node.js), paste this page's agent-chat prompt into Claude, Cursor, or any MCP-connected agent, or download the SKILL.md file and copy it into your agent's skills directory.
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. It is listed under AI & ML on SkillMD.
This skill has not completed SkillMD's automated safety review yet. SkillMD never runs a skill's scripts for you; review the SKILL.md before installing.
This skill is tagged as working with Claude Code, Claude.ai, OpenAI Codex. SKILL.md is an open format, so most agents that read a skills directory can load it too.
Yes. Installing skills from SkillMD is free, and the skill stays under its author's original license.
Kaakati (@kaakati) published this skill. Their other Agent Skills are listed on their SkillMD profile.
Kaakati