01Organization Design
Structure that follows from decision rights rather than the other way round.
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Human Capital
Design the organization the strategy requires, not the one you inherited.
Operating model, org design, workforce planning and the change work that decides whether any of it survives first contact with the people doing the job.
The practice
We design the organization a strategy actually requires: the structure, the roles, the decision rights and the workforce plan underneath it. Then we do the harder part, which is getting the people in it to work the new way.
Most reorganizations move boxes and leave the decision rights where they were. Six months later the same people are making the same calls through the same informal channels, and the chart is a description of nothing. Structure without decision rights is cosmetic.
Start here
Structure without decision rights is cosmetic.
Most reorganizations move boxes and leave the decision rights exactly where they were. Six months later the same people are making the same calls through the same informal channels, and the new chart is a description of nothing.
We treat the decision rights as the primary design object and the structure as the thing that follows from it. It is a less satisfying deliverable and it is the one that changes behaviour.
- Organization design
Core - Structure, spans, layers — and who is permitted to decide what.
- Workforce planning
Core - The capability and capacity the plan requires, against what exists today.
- Change & adoption
Core - Measured by behaviour rather than by attendance at a town hall.
- Leadership capability
Core - Building the bench the strategy assumes is already there.
- Executive search
Not us - We do not recruit or place people.
- HR administration
Not us - Payroll, benefits and individual performance management sit with you.
What we do
Four ways this practice is bought.
Most engagements start as one of these and grow into a second. None of them are productised — the shape is set in the first two weeks.
02Workforce Planning
What the plan needs, what you have, and the honest gap between them.
03Change & Adoption
Change programmes attached to actual operational change, measured on whether people work differently.
04Post-Merger Organization
The organizational half of integration, which is usually where the value goes missing.
Our thinking
What we pride ourselves on.
Three of these are true of every Taidou engagement regardless of practice. They are also the three things we are most often told are unusual — which says more about the industry than about us.
The person who scopes it runs it.
There is no handoff between the team that wins the work and the team that does it. If you met someone in the first conversation, you will still be dealing with them in the last one. This is the single thing clients tell us they notice first.
We write down what we are not doing.
Every engagement starts with a scope that names the things we have deliberately excluded and why. It makes the first conversation harder and every conversation after it easier.
We stay past the point it is comfortable.
Most firms hand over when the design is agreed and the change has been announced — the moment of maximum fragility. We hand over to named owners after it is running, and we come back to check.
Where this lands
The industries we bring Human Capital to.
Related thinking
What we have published on this.
Research
Interoperability isn't a compliance deadline. It's a business model.
CMS-0057-F is being treated as a date to survive. The organizations treating it as an operating decision are the ones still compounding on it in three years.
ResearchWhy transformation programmes stall at month nine
WorkBack-office migration across three delivery centres
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