Operational Structure

Leveraging the EOS methodology, I've led efforts to evaluate org design during periods of company growth to ensure team structures can continue to deliver with excellence. This includes:

• Partnering with HR on evaluating spans and layers across the org

• Identifying "seats" & roles with the organization

• Adjusting reporting lines as capabilities evolve to ensure individuals are seated within the correct "craft"

• Defining manager / leadership levels & communication expectations (manager vs. team lead vs. department lead)

• Refining job descriptions and accountability charters (roles & responsibilities) for each function in the company 

The below is an example of high-level R&R documentation posted on a company intranet to provide team members an overview of each and every department within the organization, outlining expectations and key responsibilities for the team.  

Going a level deeper, leveraging a RACI model, I've cataloged individual team's expectations at the task level. The below is a short excerpt from a multi-phase org-wide process.

R: Responsible | A: Accountable | C: Consulted | I: Informed