A capability and structure diagnostic
The current structure read against the strategy, cost and controls.
When growth, funding or strategy shifts, structure has to follow. ACCUREX provides organisational design and restructuring consulting that redesigns roles, reporting lines and decision rights, and manages the people transition lawfully and humanely.
An organogram drifts away from the business long before anyone redraws it. New roles are added, old ones never retired, and decisions that two people used to make now wait for five signatures. The visible symptom is slow decisions and shared accountability for things no one owns. The underlying one is the structure no longer matching the strategy. Redesigning it means asking what the strategy requires, then shaping roles and decision rights around that.
The scope of an organisational structure design engagement at ACCUREX runs across six parts:
The current structure read against the strategy, cost and controls.
Levels, spans and lines of reporting drawn against the capabilities required.
Each role rewritten around outcomes; grading set so related roles sit at the same level.
The map of what each role decides, approves, consults on or is informed about, so the organogram carries meaning.
The people transition, including redundancy where it applies, prepared to the Employment Act, 2007.
The messaging, the manager scripts and the handover plan after go-live.
Share the current structure, the strategy it has to deliver and what triggered the project; a consultant will take it from there.
Talk to us about restructuringCurrent roles, decision rights, costs and controls are tested against where the strategy says the business is going.
The new structure, the role profiles, the grading and the decision-rights map are drawn and signed off by leadership.
People are moved into the new structure through a lawful plan, with any redundancy run to the Employment Act, 2007.
Managers run the new structure for the first cycle, with communication, coaching and a review of what is actually working.
A clear delegation-of-authority framework tells each manager what they can decide alone, what needs a consult and what needs approval.
The record for each move, each reassignment and any redundancy is prepared as part of the project, not written after a complaint.
Projects run in manufacturing, energy, distribution and multi-site businesses, where structure, cost and controls move together.
Where a redesign leads to redundancy, section 40 of the Employment Act, 2007 sets the procedure. Four points shape the project plan:
The employer must notify the employee's union and the local labour officer of the reasons for, and the extent of, the redundancy at least one month before the intended date. Where the employee is not a member of a trade union, the employer notifies the employee personally in writing and the labour officer, within the same period.
The employer must consider seniority in time and the skill, ability and reliability of each employee when deciding who is declared redundant.
Severance pay of not less than fifteen days' pay for each completed year of service, pay in lieu of accrued leave, and one month's notice pay or one month's wages in lieu of notice.
The Employment and Labour Relations Court has set aside redundancies where notice, selection or consultation was not evidenced; a redesign that may lead to redundancy carries that documentation discipline into every step.
The reviewer confirms the current wording and any case-law update before the plan is signed off, because the ELRC continues to decide on section 40 procedure.
Organisation restructuring at ACCUREX is called in at four points:
Organisations scaling, merging, restructuring or responding to funding change.
Organisational design is the forward-looking work: what structure the strategy requires. Restructuring consulting carries that into action, including the lawful transition where roles end. Some audiences also search for "organizational design and structure" or "organizational design and development"; the service is the same.
A reading of the current structure, roles, decision rights, cost and span of control against the strategy and the operating model. The diagnostic surfaces where structure is drifting from strategy, where decisions are stuck and where cost is sitting in roles that no longer serve the business.
A decision-rights framework names, for each decision in the business, who decides, who approves, who is consulted and who is informed. It comes before the chart because a chart alone does not fix slow decisions; the framework tells the chart what each role is for.
Role design starts from what each role is meant to deliver, then works out the responsibilities, the authority and the capabilities needed. A job description is the finished document. The redesign produces role profiles, job descriptions and grading in that order, so the paperwork reflects the design.
The employer notifies the union, or the employee directly where there is no union, and the labour officer at least a month before termination. Selection considers seniority and the skill, ability and reliability of each person, and the exit pay includes severance of at least fifteen days per completed year.
A written record is kept for every people decision in the transition: the rationale, the selection criteria applied, the consultation held, the communications issued and the approvals given. The record sits alongside the plan, so a complaint or a court case can be answered from the file rather than reconstructed.
A communication plan is prepared with leadership before any announcement, with manager scripts, employee letters, union engagement notes where applicable, and a timetable. The scripts are practised with managers, so the first conversation with a staff member is handled properly.
The first cycle under the new structure is run with coaching for managers on the new roles and decision rights, a review of what is actually working, and adjustments where the design and the operation have not landed together. The handover is to the business, not a withdrawal at go-live.
The redesign starts from the strategic plan; the new grading flows into Job Evaluation & Reward for salary structure; and performance targets for the new roles flow into Performance Management & OKRs. The three services are often sequenced.
Yes. The diagnostic often finds that the structure is close to right and the real problem is decision rights or role clarity. A targeted redesign of those elements, without a full rebuild, is a legitimate project and sometimes the better one.
The current structure, the strategy it must support and the trigger that started the project are what scoping needs.
Talk to us about restructuringTell us what you need. An ACCUREX consultant will respond with practical next steps and a clear scope.
