It is a rare thing that CEOs, executives or managers have a clear picture of the structure of the organization in which they found themselves as leaders. The organization at the top will be fairly clear, comprising the CEO’s immediate subordinates with titles like EVP, or VP or managers or officers of various kinds. There are things called layers, but where they stop and start, and how many there might be is mostly unclear and unprincipled.

Sometimes, we realise that something needs to change for moving forward, but we just don’t know what to do about it.

Why bother? Because the organization sets the basic conditions for getting people to work together. Clearly, much energy is spent by individuals who try to overcome organizational inadequacies: the costs can be very high! 

The first step in getting a good organization that we want to lead is to establish the right number of basic layers. Too many or too few layers gives rise to predictable managerial problems.

There is one unique underlying optimum structure of managerial layers for each organization that follows from the objectives set for the CEO.

With a scan, we can answer the questions: how many layers should there be? And; how do you know when you have the right number? 

The outcome is that given a good structure, clear accountabilities and authorities, people become creative, innovative and infinitely adaptable to the needs of the organization.

We help thinking issues through that require a scientific foundation. 

Our practice is based on the most researched and validated management system that links all aspects of a business to ensure the:

  • right organization structure; 
  • right people;
  • right accountabilities;
  • right leadership practices. 


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Did you know?

There is one unique underlying optimum structure of layers for each organization.

How we get there »