Organizational design built for the strategy you have to deliver.

You can start with either one. Most engagements begin with either an organizational redesign or a talent strategy refresh, depending on which is the binding constraint. We will walk you through the diagnostic in the first conversation. If the structure is what is in the way, we lead with org design and bring talent strategy in at the activation phase. If the talent capability gap is the binding constraint, we lead with talent strategy and tighten the structure where it has to flex. The two services reinforce each other when you do bring both in, and most organizations expand from one to the other within the first six to twelve months once the work surfaces what else is needed.

An organizational redesign typically runs three to nine months across the Envision and Build phases, with Activate rolling out over an additional three to six months depending on the size of the organization. The Envision and Build phases cover stakeholder alignment, current-state assessment, conceptual design, ways of working, and the new structure. Activate includes the cascade through leadership, role placement, transition planning, and the reinforcement work that takes the design from approved to operational. Smaller organizations and single-business-unit redesigns often run shorter. Multi-region, multi-business-unit redesigns at enterprise scale tend toward the longer end of the range. We scope every engagement to the work itself and never to a fixed package.

We use a four-way framework for building your workforce. The first way is internal development: building the capability through learning, rotation, and structured experience. The second is direct hire: bringing the capability in as a full-time role. The third is contingent and partner talent: using staffing, partner consultants, or contractors for capacity that flexes with the demand cycle. The fourth is AI augmentation: automating or augmenting the work where AI can carry it. Most strategies use all four, weighted differently by priority and time horizon. The framework gives leadership a shared language for the trade-offs between speed, cost, and long-term capability ownership. It also makes the plan implementable, because each capability is tied to a specific access mechanism with named owners and measurement.

We help leadership think through the role-by-role decisions, the communication and dignity considerations, the timing and sequencing relative to the new structure activation, and the talent transitions for people whose roles change rather than end. Role elimination is part of organizational redesign for most engagements at scale, and we treat it as design work that the leadership team owns alongside HR rather than handing off after the structure is approved. Internal HR and legal partners are central to that work, and we coordinate with them throughout. The principle is that how an organization handles role changes is itself culture-defining work, and the redesign succeeds or fails partly on how it is handled.

Yes. Talent strategy work integrates with whatever HRIS, ATS, or workforce planning platform the organization is currently running, including Workday, SAP SuccessFactors, Oracle, ADP, and others. The Assess and Design phases produce outputs that feed those systems through structured handoff documentation. We do not require a system swap to do the work, and we do not advocate for a specific platform during scoping. Where the system itself turns out to be the bottleneck, we will surface that as a separate workstream rather than absorb it into the strategy work. Different timelines, different decision-makers, different governance. The talent strategy can advance while the system question is being worked in parallel.

We anchor every talent strategy engagement to the business outcomes the strategy has to deliver, then build leading and lagging indicators against those outcomes. Leading indicators include workforce composition shifts, capability coverage by role, time-to-productivity for new hires, internal mobility rates, and leadership pipeline depth. Lagging indicators include retention, productivity, the business KPIs the strategy was meant to move, and engagement scores. We are skeptical of talent measurement that has no line of sight to a business result. Where the existing measurement system does not surface the indicator we need, we help the team set up the tracking before the work begins, so we are working from the same set of facts at quarterly checkpoints.

AI workforce planning shows up in the talent strategy itself, where we treat AI as one of the four ways to build your workforce alongside internal development, direct hire, and contingent and partner talent. Roles get redesigned around what AI does well, what humans do well, and where the augmentation point sits between them. The AI angle is most valuable when it is anchored to a specific business outcome rather than added as a generic capability.